Paul Murphy Centre

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

Safe – this means we looked for evidence that people were protected from abuse and avoidable harm. At our last assessment we rated this key question requires improvement. At this assessment the rating has changed to good. This meant people were safe and protected from avoidable harm.

This service scored 75 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The provider had a proactive and positive culture of safety, based on openness and honesty. Staff listened to concerns about safety and investigated and reported safety events. Lessons were learnt to continually identify and embed good practice.

The provider consistently recorded and reported any concerns related to the safety of people residing at the Paul Murphy Centre. All accidents and incidents were documented. Staff reported feeling empowered by the registered manager to raise concerns without hesitation.

Representatives of people told us they were kept informed about incidents and subsequent investigations. Lessons learned from these events were actively shared with staff to support continuous improvement. A staff member told us, “We completed forms for incidents and add details for handovers.”

The provider worked with people and healthcare partners to establish and maintain safe systems of care, in which safety was managed or monitored. They made sure there was continuity of care, including when people moved between different services.

The provider engaged well with health and social care partners. The provider demonstrated strong collaboration with health and social care partners. Notable improvements had been made to hospital passports, ensuring that all relevant information was accurate, current, and readily available for hospital teams when needed.

The provider worked with people and healthcare partners to understand what being safe meant to them and the best way to achieve that. Staff concentrated on improving people’s lives while protecting their right to live in safety, free from bullying, harassment, abuse, discrimination, avoidable harm and neglect. The provider shared concerns quickly and appropriately.

The provider operated in accordance with the Mental Capacity Act, ensuring that each person's capacity was appropriately assessed. people were found to lack capacity; referrals were made for Deprivation of Liberty Safeguards (DoLS) in line with their best interests. Staff received relevant training to enhance their understanding of mental capacity and DoLS procedures.

Any restrictions placed on people such as the use of bed rails, were clearly documented within care plans and implemented solely to promote safety and well-being.

Staff demonstrated a strong awareness of safeguarding procedures and felt confident in raising and reporting concerns. We observed that any concerning information was appropriately referred to the safeguarding team for further investigation. The registered manager showed a thorough understanding of safeguarding protocols and responsibilities.

The provider worked with people to understand and manage risks by thinking holistically. Staff provided care to meet people’s needs that was safe, supportive and enabled people to do the things that mattered to them.

Risk identification and documentation had improved significantly. Risks related to choking, manual handling, malnutrition, and medication support were thoroughly assessed, and staff clearly understood the actions required to mitigate these risks.

Representatives of people were actively involved in the risk assessment process, and staff could confidently describe the specific risks associated with each person.

The provider detected and controlled potential risks in the care environment. They made sure equipment, facilities and technology supported the delivery of safe care.

External professionals were responsible for maintaining key safety equipment, including the fire alarm system, firefighting apparatus, moving and handling equipment, and systems related to gas and electrical safety.

Staff carried out weekly and monthly internal checks to ensure the home’s environment remained safe. Fire safety had notably improved, with a detailed fire risk assessment now in place and more robust evacuation procedures established. Staff participated regularly in fire drills and expressed confidence in their ability to evacuate people safely during an emergency.

The provider made sure there were enough qualified, skilled and experienced staff, who received effective support, supervision and development. They worked together well to provide safe care that met people’s individual needs.

Staff were recruited through safe and thorough procedures, with all necessary pre-employment checks completed before they began working with the provider. Each new staff member received a comprehensive induction and training tailored to their role, including specific guidance on supporting individuals with learning disabilities and autism. A staff member told us, “I have received an abundance of training since starting my role here at Vestacare and continuous training sessions throughout the year, around safeguarding, medication, health safety, manual handling, etc.”

Staffing levels were consistently maintained, and rotas demonstrated a stable and reliable team providing care. Staff received regular supervision and actively participated in monthly team meetings. A staff member told us, “One to one care is applied in the home and the community. Management and staff are aware of people’s needs.”

The provider assessed and managed the risk of infection. They detected and controlled the risk of it spreading and shared concerns with appropriate agencies promptly.

The home was consistently clean and well-maintained. Procedures were in place to minimise the risk of infection, and staff had ready access to personal protective equipment, including aprons and gloves, which were reported to be in ample supply.

Robust governance systems supported the monitoring of infection prevention and control, with ongoing compliance clearly demonstrated.

The provider made sure that medicines and treatments were safe and met people’s needs, capacities and preferences. Staff involved people in planning, including when changes happened.

Medicines management had significantly improved, with accurate stock control and well-maintained records that were clearly and consistently completed by staff.

For people prescribed “as required” medications, such as pain relief, detailed care plans were in place to help staff recognise signs of discomfort, particularly in those unable to verbally express their needs.

Staff received appropriate training and underwent competency assessments to ensure they could administer medicines safely and effectively. A staff member told us, “Before giving any medication, I check the MAR (Medication Administration Record) and the Nourish (Electronic care planning system) to make sure it hasn’t already been administered and documented. I will read the information on the MAR and ensure it matches the pharmacy label on the medication box. I will make sure the medication is administered according to the GP and pharmacy instruction. I will ensure the medication has not expired. Having the client’s photo on the MAR is also helpful.”

Governance processes identified areas for improvement in medicines optimisation, and a comprehensive action plan was implemented to ensure learning was captured and embedded across the staff team.