The New Wycliffe Home

At the time of the inspection, 30 people were living at the service. During this inspection we identified 2 breaches of regulation regarding staffing and governance. We have asked the provider for an action plan in response to the concerns found. At the time of our inspection there was not a registered manager in post. A new manager had submitted an application to register. We are currently assessing this application.

The provider’s learning culture needed to improve. Accidents and incidents were analysed to consider any themes, patterns and learning to reduce recurrence, evidence to show this was discussed with staff was limited. The provider had a complaints policy and whilst we saw some examples of how complaints had been investigated and responded to, information of how the provider implemented learning from them was limited.

The provider’s systems and processes that assessed safety, mitigated risks, and monitored quality had not been fully effective. New and improved procedures needed further time to fully embed and be sustained.

Staffing levels and staff training were identified as needing further improvement. We were not sufficiently assured staffing levels safely met people’s individual care needs, and this also compromised people’s dignity and respect at times.

Recent improvements had been made to how staff were being supported with their work. The provider had safe recruitment procedures.

Improvements were ongoing in assessing people’s care needs and clinical risks, including the involvement of people and their relatives. However, we were concerned about the length of time improvements had taken from when the concerns were identified.

The management of medicines needed improving. This included storing medicines in line with manufacturers guidance, monitoring quantities of medicines and administering them as prescribed.

The provider had made improvements to the safety of the environment, including refurbishment works that were ongoing.

The provider used recognised assessment tools to assess and monitor people’s care needs, including clinical needs. The manager was aware staff required further support in record keeping and was supporting the staff to upskill them.

People had a choice of meals and drinks, and their religious or cultural needs in relation to dietary preferences were assessed and planned for.

Where people had restrictions placed upon their liberty these were done so lawfully. Ongoing improvements were required in ensuring the Mental Capacity Act 2005 was fully adhered to.

Activity coordinators provided a variety of activities for people to participate in, including community activities. External entertainers also visited the service. Postive links with the local community had been developed. Evidence of activities and opportunities for people who were cared for in bed or who chose to remain in their bedroom was limited.

People’s communication needs had been assessed and planned for. Information was provided in a variety of formats to meet people’s individual needs. Resident meetings had recently been reintroduced to enable people to be involved in the service and to make suggestions and provide feedback.

Staff culture was an area of ongoing improvements. The management team had supported staff to develop a greater understanding of their roles, responsibilities and accountability. Whilst there had been a high turn over of staff, new staff had been recruited, resulting in a more stable staff team. The manager had plans to further develop the staff team.

External professionals told us they had experienced some communication difficulties and expressed some concerns in how health needs had sometimes been addressed; however, they confirmed improvements had been made and were ongoing.