Selby 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 inspection for this service. This key question has been rated 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 service had a proactive and positive culture of safety, based on openness and honesty. They listened to concerns about safety and investigated and reported safety events. Lessons were learnt to continually identify and embed good practice. There was a strong learning culture throughout the service. The registered manager described how they kept up to date on best practices, sharing and learning from other partner organisations. Both the registered and deputy manager took every opportunity to learn and improve the service. Staff meeting minutes showed how staff were encouraged to learn from each other and make improvements. Findings from audits were shared and used to make improvements to practice. A staff member told us, “Safeguarding is the most spoken about topic in staff meetings. We usually work in pairs and pop into the office to collect personal protective equipment (PPE), we are offered a cup of tea and have a discussion (not a formal meeting) to talk about safeguarding and signs to look for.”

The service 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 service kept accurate records about people’s care needs and any safety considerations resulting from these. Staff told us they were kept updated about any changes to people’s needs and described how they worked with partner organisations. The registered manager explained how they had worked closely with health partners to improve outcomes for people. For example, one person had been supported to regain their independent movement.

The service worked with people and healthcare partners to understand what being safe meant to them and the best way to achieve that. They 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 service shared concerns quickly and appropriately. People told us they felt safe and knew who to contact if they did not. Staff had received training about safeguarding and safeguarding was discussed regularly with staff. A staff member confirmed, “Yes, I have had safeguarding training. I would look for bruises, changes in their mood or changes in behaviour. If I had any concerns, I would report these to my line manager or the council or social services.” Another staff member said, “If I had any concerns, I would report these directly to the manager who is the safeguarding lead. I noticed some bruising on a lady’s arm recently and asked her what had happened, and she had just had her flu jab.” The service had appropriate systems in place to monitor, track, record and report any safeguarding concerns.

The service worked with people to understand and manage risks by thinking holistically. They provided care to meet people’s needs that was safe, supportive and enabled people to do the things that mattered to them. Care plans contained risk assessments about all aspects of people’s care. People had been thoroughly involved in planning and managing their risks. The registered manager described how it was important to involve people first, before involving relatives, explaining that people needed to maintain their independence. A person confirmed, “Yes. The good thing is that I’m making progress. I’ve gone from using a hoist to a standing table. The management came out to carry out risk assessments each time for me and for the staff. I thought this was very good to keep me and the staff safe.”

The service detected and controlled potential risks in the care environment. They made sure equipment, facilities and technology supported the delivery of safe care. The service undertook an assessment of the environment before they started to deliver care. This was to keep both people and staff safe and covered all aspects of people’s homes and living situations, recording, for example, whether people had pets and whether loose carpets had been removed, or whether there was adequate lighting. Where people had equipment to support their care, care plans listed these and when they had been checked.

The service 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. A robust recruitment system was in place. The service undertook appropriate pre-employment checks so that staff were safe to support vulnerable people. Staff received an induction and regular training. Staff were supported to shadow more experienced colleagues and assessments on their capability to deliver care were undertaken. A person told us, “The care and staff are very, very good.” The registered manager monitored call times to ensure people received care when they needed it. A person told us, “There is a small group of carers, and I know them all. I normally have the same two people. There are never any changes, and I always know the staff.”

The service assessed and managed the risk of infection. They detected and controlled the risk of it spreading and shared concerns with appropriate agencies promptly. Staff were trained on infection prevention and control. The service had good stocks of PPE and staff used these appropriately.

The service made sure that medicines and treatments were safe and met people’s needs, capacities and preferences. They involved people in planning, including when changes happened. People were supported to receive their medicines as prescribed. Systems were in place to ensure medicines were recorded accurately. Medicine administration was undertaken by staff who were trained and had their competency checked regularly. People’s preferences were considered, for example, one person’s care plan directed staff ‘likes to take tablets one at a time, put one tablet on a spoon, likes to be sitting upright’.