SDR Care Services Head Office

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. This is the first assessment for this service. This key question has been rated good.

Good: This meant people were safe and protected from avoidable harm.

This service scored 81 (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 registered manger told us, how they had staff debriefs following any incidents and lessons learnt were discussed with staff. There was an electronic system in place to report all incidents and accidents.and this was regularly reviewed by the management team. One health care professional told us, “SDR have actively sought advice from myself for any concerns and take on board any suggestions made.” One relative told us, "If they get something wrong, they work hard to make it right."

The provider always worked with people and healthcare partners to design, establish and maintain safe systems of care, in which safety was always well managed and monitored. They made sure there was always continuity of care, including when people moved between different services. The registered manager told us, how they created bespoke care packages and how the transition period was over a long-time frame. For example, the registered manager made several visits to the persons previous service, worked with staff and carried out observations to ensure they could create care support that met their needs. The management team told us how they recruit a team of staff based on the individual and the staff had a 6 week transition at their preplacement to get to know the person. The registered manager told us, If someone needs to go to hospital their hospital passport goes with them, and as they understand how the hospital environment can be stressful. They request a private room and ensure trusteed staff attend and the care and support would transfer to the hospital for the duration of the person’s stay. Training was bespoke, based on the individual needs such as epilepsy and autism and the service used community professionals to support with in depth training. One health care professional told us, "During my visit, the care team were exceptionally welcoming and accommodating. It was evident that the manager had an in-depth knowledge of the individual I was assessing and was able to respond thoroughly to all of my questions.” Another health care professional told us, “SDR, who, following an assessment of need, immediately looked to develop a bespoke service for [Name].”

One relative told us, "They pick up on things quickly and the transition was good. The registered manager gathered information and observed staff working with them and what they needed to do to improve the care." Another relative told us, "There was a transition for a number of weeks." All feedback received described how the service exceeded expectations around care planning, recruiting and designing a care package that would ensure that the highest level of care was delivered at all times.

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 registered manager shared concerns quickly and appropriately. Staff had received appropriate safeguarding training and demonstrated awareness of how to safeguard people and the types of abuse they might face. One relative told us, "As a family we are relieved with care, we don’t worry anymore and can now sleep."

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 management team ensured that people had equal opportunities and staff understood risks and how to manage and reduce these. For example, people went out daily if possible and trips were often adapted on the day due to the complexity of people’s needs. Families were involved in risk assessments to ensure there was enough information for a robust, thorough, risk assessment. Community inclusion risk assessments were carried out prior to trips taking place and staff researched places to go. Risk assessments included how busy the area might be and involved for example calling a pub, getting to know the people working there and discussing their potential visit.

The provider detected and controlled potential risks in the care environment. They made sure equipment, facilities and technology supported the delivery of safe care. Risk assessments of people’s homes and environment were detailed in their care plans. Referrals were made to the occupational therapists for adaptions to be made, such as driveway and house access.

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 management team told us about the in-depth recruitment process to ensure staff had the correct ethos and values to meet the needs of the people they would be supporting. During the recruitment process family would be involved to meet the potential candidate and ensure that they would be suitable for the role. The management team understood the challenges and barriers some people might face and wanted to ensure that there was a good continuity of staff supporting them and who would remain in the role long term. The relatives views and opinions were an important part in the recruitment process. The potential staff member would spend time getting to know the person they would be supporting over several weeks to enable them to get to know each other. Staff had an induction period that could be extended if they needed more time or further learning and development was identified. One relative told us, “The team around him are stable, well trained and [Name] trust them. Another relative told us, "Yes and the staff are getting really good support from the head of care and the senior management."

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. Infection prevention and control (IPC) polices were in place and staff had access to the appropriate personal protective equipment (PPE). Staff had training to reduce the spread of infection and carried out regular stock audits. Staff had daily cleaning schedules for around the home. Cleaning records and jobs were recorded on the electronic record system.

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. Staff had received training to administer people’s medicines safely and as prescribed. Staff had specific face to face training for certain types of emergency medication they might need to support to administer, this included symptoms to look out for and how to monitor people. Medication audits and handovers were carried out regularly. Staff told us, “Yes, I've had medication training before I started and then when I started. Some administration shadowing, by a senior member of staff before passing and being signed off and confirmed fit for Medication administering.”