Yercombe (Gloucestershire) Trust

Yercombe (Gloucestershire) Trust accommodates permanent residents and 2 people for respite care. People are supported in one adapted building over 2 floors set in a rural location. There is a day centre attached to the property used by people living at the service and members of the community. The provider is registered and operates as a charity.

People's health associated risks were assessed and reviewed to reflect their changing needs. Risk management plans were made in collaboration with people, ensuring staff had detailed and individualised guidance on how to respond and manage people's risks.

People were supported in the management and administration of their medicines. People received their medicines as prescribed, when they wanted them and how they liked them to be administered. Record keeping of people's medicines was quality monitored by a medicines champion.

Environmental risks were managed to keep people and staff safe. Staff followed safe infection control practices and had access to personal protective equipment (PPE).

Staff were mainly recruited into the service safely and systems had been developed by the provider. Staff received a thorough induction, ongoing training, and supervision to support them in their roles.

People were supported by a core staff team who knew them well. Agency staff were introduced to people and people were provided choice in the gender of staff providing them care. We received positive feedback about the care being provided, relatives told us, "[People] often say how good the carers are" and "We could not wish for a better place."

People were supported to have maximum choice and control of their lives and staff supported them in the least restrictive way possible and in their best interests; the policies and systems in the service supported this practice.

Improvements had been made in the governance of the service. The registered manager and board of trustees had worked hard to develop and implement quality assurance processes and monitoring systems to ensure the safe running of the service. At the time of our inspection, some of these systems had not fully

been embedded as more time was needed. Such as, quarterly analysis of trends from accidents and incidents.

The management team adopted an open culture of learning and growth. All staff were responsible for the ongoing improvement of the service, with the shared goal of the positive impact this would have on people. Feedback systems had been developed to gain the views of staff, people and relatives, which allowed them to contribute to the development of the service.

Staff worked in collaboration and communicated well with other agencies when supporting people.