Hendra House Residential Home

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 good. At this assessment the rating has remained 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.

All safety events involving people who lived at the home were taken very seriously and thoroughly investigated in an open and honest way. Investigations considered any possible trends and measures to reduce the risk of the incident happening again and were discussed with the staff team, the person involved and their relatives as appropriate. Where measures were needed to be taken, the least restrictive options were considered. For example, door alarms and laser sensors to alert staff a person was out of bed during the night, were only implemented for people who required this level of monitoring to help keep them safe. Care plans were in place which reflected people’s assessed needs. People were encouraged to mobilise freely around the home and gardens, and each had been provided with an alarm to wear on their wrist which enabled them to summon staff assistance wherever they were.

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.

Systems were in place to support safe pathways and transitions. Care plans contained relevant and up-to-date information to help ensure continuity of care when people moved between services, including admissions, transfers and discharges. There were processes to share important information about people’s needs and wishes when people attended hospital in an emergency or for routine appointments outside the home. Staff supported people to attend appointments away from the home when their relative was unable to accompany them. This ensured information was shared effectively, was accurate and that the person felt safe and supported.

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.

People told us they felt safe living at the home and with the staff who supported them. One person told us, “I feel very safe here and very well looked after.” Another person said, “I have no concerns at all and am very happy here.” People’s relatives were also complimentary. One told us, “I just can’t fault it here. I never worry about [relative] being here as I know they are safe and well cared for.” People were safeguarded from abuse because staff had been trained and understood the signs of neglect and knew how to report concerns. There was an allocated safeguarding champion who had received additional training and who took the lead on safeguarding events. This staff member ensured all safeguarding information; actions and any changes were cascaded to the staff team in a timely manner. Safeguarding policies were up‑to‑date and aligned with local authority procedures. We spoke with 7 members of staff and all had a very good understanding of the procedures to follow and were very confident that appropriate action would be taken to keep people safe. A member of staff said, “I’ve never witnessed anything concerning here and I certainly wouldn’t be scared to speak up, and I know action would be taken.”

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.

The provider had safe systems and pathways in place to assess and manage risks, and these were developed with people wherever possible. Staff involved people in conversations about their needs, preferences and any potential risks to their health and well-being, and care plans reflected what was important to them. For example, 1 person wanted to maintain their independence and mobility by using the stairs rather than the lift. This was achieved through discussions with them about potential risks and agreed measures to reduce those risks which resulted in the person feeling empowered and able to live their life as they chose. The person told us, “I feel safe and very well looked after.” Where risks had been identified relating to scalding from hot drinks, these had been discussed with people and, where required, adapted drinking beakers had been introduced in a discreet manner so not to draw attention. Information about risks was shared effectively between staff during handovers and when people moved between services, ensuring continuity and safety and empowerment.

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

People lived in a home which was well-maintained and adapted to meet their needs. Up to date safety certificates were in place and compliance checks were carried out regularly to ensure the safety of the building, equipment and technology. A fire safety risk assessment was in place and recorded fire safety checks were up to date. Information required in the event of an emergency such as personal emergency evacuation plans (PEEPs), business continuity plan, fire book and keys were available.

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

The service had enough staff with the right skills to support people safely and had a waiting list of people wanting to join the staff team. No agency staff were used which meant people were supported by a staff team, many of whom had worked for the home for many years, who knew people very well. The provider had an excellent induction and training programme for staff which included mandatory and specialist training. Staff were overwhelmingly positive about the training provided. A member of staff said, “The training is amazing. You not only get everything you need, but you can also request anything you want.” Another member of staff told us, “We are given the opportunity to develop and given additional training to take on lead roles. You cannot fault it.” All staff were provided with the opportunity to achieve a National Vocational Qualification (NVQ). We met with the NVQ assessor during one of our visits who told us of the provider’s commitment to enabling staff to develop their skills and confidence. They told us, “All staff, whatever their role are given the opportunity to obtain an NVQ qualification. The management are very accommodating and everything is very organised. The atmosphere in the home is always happy and relaxed, and I have nothing negative to say at all.” People and their relatives told us staff had the skills and training needed to meet people’s needs. One person said, “They [staff] know what they are doing and know how to help me.” A relative told us, “I have confidence in the staff and it’s telling that they’ve all worked here for so long. I’ve never witnessed anything concerning.” Professionals involved with the service were also very positive about the skills and training of the staff team. One told us, “In my experience the staff appear well trained, knowledgeable and competent in their respective roles. They demonstrate a good understanding of residents’ needs and are able to recognise changes in condition appropriately. The team appear confident in delivering day-to-day care and in escalating concerns when required. I have found staff professional, organised and compassionate in their approach to residents.” In December 2025 the home was for the second time awarded the platinum award by Investors in People which is the highest level achievable. Investors In People is an internationally recognised accreditation for people management and employee well-being. Safe recruitment processes were in place, including references, identity checks, employment histories and Disclosure and Barring Service (DBS) clearances. New staff completed induction training and shadowed experienced colleagues before working independently.

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.

People and their relatives told us staff always wore personal protective equipment (PPE) such as gloves and aprons when they assisted them. This was observed during our visit. Staff had received training about infection, prevention and control and had access to the PPE needed. There was an Infection, Prevention and Control ‘champion’ who carried out regular audits and checks to ensure staff followed correct procedures and that high standards of cleanliness were maintained. In 2025 the home achieved a 5-star rating following an Infection, Prevention and Control audit carried out by an accredited external assessor. During our visits we observed all areas of the home were clean and smelt fresh. A relative said, “The home is always spotlessly clean.”

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

People and their relatives told us staff ensured medicines were administered when prescribed. Records were maintained to show when medicines had been administered, refused or returned to the pharmacy. Medicines were securely stored at temperatures in accordance with the manufacturer’s guidelines. There were protocols in place to ensure staff followed a consistent approach when administering medicines prescribed to be taken on a when required basis. Staff had received training on the safe administration of medicines, and their competency was checked through spot checks and refresher training. The deputy manager was the medication ‘champion’ and they worked closely with the care manager to ensure the safe management and administration of people’s medicines. Regular audits and checks were carried out, and staff liaised with GPs to ensure people’s medicines were regularly reviewed and remained appropriate when people’s needs changed. Staff also liaised with GPs to ensure medicines were available for people who were nearing the end of their lives to alleviate any pain or discomfort.