WCS Care, Drovers House


July 2017


Inspection Report

‘The provider had researched national and international best practice measures and adopted innovative technologies to improve how people’s care was delivered, monitored and adapted to meet their changing needs.’

‘The provider was innovative and creative and constantly strived to improve the quality of people’s lives. The provider had researched and reflected on how an internationally recognised provider of excellence in dementia care provided care. They had implemented technological systems that […] ensured staff and management had access to the most up-to-date information at the press of a button and enabled relatives to be fully informed and involved in their relations’ care. People benefited from the technology because staff had more time to care for them.’

‘All the information in the care plans was available to staff electronically in hand-held devices they carried with them. A member of staff told us, “I have all the information I need, the care plan, contact details and medical information.” The management team used the risk assessments, care plans and their knowledge of people’s dependencies, to calculate the number of staff needed to support people according to their individual needs.’

‘The electronic care planning system raised a red alert to the management team if people were not weighed regularly, or did not eat well, or if their weight dropped out of an appropriate range for their height, age and health condition.’

‘A member of staff told us that all the information was available to them on a handheld electronic device and they were able to tell us, within seconds of accessing the device, which language one person had spoken as a child. Another member of staff told us, “I learnt about their history and now understand (them).”‘

‘The provider had transferred people’s care plans from paper to electronic records and all staff had handheld mobile devices so they had access to all the information they needed at the touch of a screen. Staff told us they really liked the new system as they no longer needed to spend time writing up daily records by hand. Every time they supported an individual, as agreed in their care plan, they were able to click a button to say ‘completed’. Each person’s electronic care plan included ten ‘must do’s, which were used to make sure time-critical actions were taken by staff. For example, actions by staff to minimise risks related to specific time medicines administration, poor food or fluid intake, risks of skin becoming sore or damaged and checks of people who stayed in their rooms were always relevant to the individual risks identified in their care plan.’

‘The electronic care planning system provided a new opportunity for relatives to stay fully informed and involved in their relations care. Relatives had a password protected access to an on-line ‘gateway’ into their relation’s care plan and daily records. Relatives were able to talk to staff through an associated messaging service, so were able to obtain immediate reassurance from staff if they had any concerns about their relation’s care, support or health. Relatives were able to ask staff to include specific actions into the person’s 10 daily ‘must do’ actions.’

‘Staff told us, “This is better” and “Whenever an intervention happens, we record it – where, how much, happy or unhappy, activities, mobility, in or out of bed” and “I can add ‘must dos’ for the next day, for example, blood sugar and insulin to be checked by district nurse.” We saw the system required staff to record details, such as the person’s response to care and support, their moods and appetites and how much they drank. All the information staff entered was instantly available to the duty manager, which meant they were able to continuously check that people received the care they needed.’

‘The electronic care system sent alerts to staff and managers when specific care actions were due, and showed a red flag if they were ‘late’. A member of staff told us, “The duty manager will come up or phone up very promptly to find out why anything is red.” The duty managers monitored the quality of the service through the same electronic care planning system and through monthly audits of people’s medicines, complaints, accident and incident records and housekeeping records. A service manager told us, “Any omissions, ‘late or asleep’ records are red flagged. At our three daily handover meetings, staff check the red flagged ‘hotlist’ and decide on actions needed. There is a footnote facility to explain why items on the hotlist are closed.”‘


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