Newcombe Lodge

The service had appropriate systems in place to keep children safe from harm. There were enough staff with the right skills, qualifications and experience. Staff knew the children and their individual risks well; they understood interventions that worked for each child and this meant safety incidents reduced in quantity and severity.

The service mitigated heightened levels of risk effectively when they were identified, and escalated concerns to relevant organisations as and when required.

Medications management processes were in line with guidance.

Managers identified learning from patient safety incidents within the wider organisation, this enhanced staff’s knowledge base and influenced their practice to better support children’s needs. This was cascaded to staff within team meetings.

Children’s needs were assessed effectively using a multi-disciplinary approach. Therapy staff worked with support staff to ensure therapeutic interventions for each child were used consistently within the home. Various evidence-based methods were utilised for the children on an individual basis, meaning that a ‘one size fits all’ approach was not happening. Teams were effective working with each other and communication to partner agencies was effective.

Staff took time to understand the children’s needs and ensured their voice and consent was sought throughout their time at the home.

All staff understood the purpose of treating children with kindness, compassion and dignity. Each child had differing arrangements for how they wanted staff to wake them up or enter their bedroom, and staff respected this. This was clearly recorded at the front of their care plans, so new staff were aware.

Children’s views were sought regularly at reviews, and they were encouraged to pursue their interests. Occupational therapy staff supported children to hone their independence skills and help prepare them for adulthood.

Children’s cultural, religious and personal preferences were respected. The service was able to recall when specific dietary requirements were met by the service to cater for a child whose cultural beliefs promoted a specific eating regime.

The service understood the importance of a child centred approach. Individuality was promoted and care planning placed a strong emphasis on those individual needs for each child.

Care planning was comprehensive and co-produced; rationale was clear when decisions needed to be made and conducted in a multi-disciplinary way.

Staff understood the needs of each child and made provisions to ensure equity in outcomes was possible, dependant on levels of the child’s engagement.

The service made robust arrangements to ensure children’s onward placements had all the information required to continue meeting the needs of the child.

The service had a culture of being open and transparent. The registered manager was present and always available for staff when they needed her. All staff we spoke to felt comfortable raising concerns and stated that the management were kind and non-judgemental.

Staff were encouraged to undertake training to support their development, and all support staff were trained above the minimum level required for their role. Professional development was celebrated, and this aided succession planning for the future.