Newcombe Lodge

On this page

• Overview
• Learning culture
• Safe systems, pathways and transitions
• Safeguarding
• Involving people to manage risks
• Safe environments
• Safe and effective staffing
• Infection prevention and control
• Medicines optimisation

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.

Find out what we look at when we assess this area in our information about our new Single assessment framework.

Managers debriefed and supported staff following incidents. Staff told us they were always able to access therapeutic support, staff cover was available for staff who needed to take temporary or extended relief from their duties. Clinical and non-clinical supervision sessions provided additional support and reflection opportunities for staff, supporting their own wellbeing and understanding the factors that impact care delivery effectiveness.

Staff received feedback from investigation of incidents, both internal and external to the service. A range of incidents we reviewed, relating to a compromise in children’s safety were completed in a timely way and acted upon appropriately by leaders. Relevant partner agencies were referred to when appropriate.

Staff met to discuss the feedback and look at improvements to patient care.

Staff developed comprehensive care plans and risk assessments for each child which met their mental and physical health needs. They were regularly reviewed and updated when children and young people's needs changed. This was evidenced in care records we reviewed.

The service used a combination of electronic and paper records. Staff made sure they were up-to-date, complete and easily accessible.

Staff carefully planned children’s transitions and worked with care managers and coordinators to make sure this went well. One social worker told us managers attended all MDT meetings and met with an ongoing placement to share information and support the transition process.

Staff understood how to protect children from abuse and the service worked well with other agencies to do so. Staff received training on how to recognise and report abuse, and they knew how to apply it. The service had a named person for child safeguarding and the teams had a safeguarding lead.

Staff could give clear examples of how to protect children from harassment and discrimination, including those with protected characteristics under the Equality Act.

Staff knew how to make a safeguarding referral and who to inform if they had concerns.

The service had procedures to ensure the safety of people when they returned into the home.

Staff understood how to protect children from abuse and the service worked well with other agencies to do so. Staff received training on how to recognise and report abuse, and they knew how to apply it. The service had a named person for child safeguarding and the teams had a safeguarding lead.

Staff could give clear examples of how to protect children from harassment and discrimination, including those with protected characteristics under the Equality Act.

Staff knew how to make a safeguarding referral and who to inform if they had concerns.

The service had procedures to ensure the safety of people when they returned into the home.

The utilisation of a staffing matrix ensured that enough staff members were always available to the children and could respond to incidents appropriately. Children could be observed across all areas of the home when required, and staff could keep children safe by mitigating potential environmental risks that could be used to self-harm.

Managers ensured staff had the right skills, qualifications and experience to meet the needs of the children and young people in their care.

There were enough staff to keep children safe, and managers could adjust staffing levels according to the needs of the children. This was often done by managers stepping in to support, and all staff told us they were always willing to fulfil additional shifts if when needed. All staff were trained to Qualification and Credit Framework (QCF) 4 as a minimum.

Staff knew about risks to each child and acted to prevent or reduce them. They also responded to any changes in risks to or posed by children.

The mandatory training programme was comprehensive, met the needs of children and staff and followed national standards and guidance. This included the NHSE e-learning for healthcare and mental health teams, and covered recognised strategies for trauma informed care.

Staff followed the providers up-to-date infection prevention and control policy and processes. The kitchen, bathrooms and clinic room were clean, tidy and fit for purpose, with information available to promoting good standards of hygiene. This included clearly documented regular checks.

Staff followed systems and processes when administering, recording and storing medicines in line with the provider’s policy.

Staff followed current national practice and were trained to ensure medication was reconciled correctly so children and young people received their medicines safely. This was in line with the providers policy.