Selly Wood House Nursing Home

On this page

• Overview
• Shared direction and culture
• Capable, compassionate and inclusive leaders
• Freedom to speak up
• Workforce equality, diversity and inclusion
• Governance, management and sustainability
• Partnerships and communities
• Learning, improvement and innovation

Well-led – this means we looked for evidence that service leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture.
At our last assessment we rated this key question good. At this assessment the rating has remained good. This meant the management and leadership was consistent. Leaders and the culture they created support the delivery of high-quality, person-centred care.

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 shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities.
Leaders established a clear vision and strategy that was understood and supported by staff across the service. This vision reflected values of transparency, equity, equality, human rights, diversity, and inclusion, and focused on meeting the needs of people and the local community. Staff demonstrated a compassionate, listening culture, fostering trust and collaboration with people using the service, their families, and colleagues.
The vision and strategy had been developed with input from people, staff, and external partners, ensuring it was informed by the perspectives of those it affected. Leaders actively monitored progress against strategic goals, addressed risks, and promoted equality and diversity in practice. Staff were aware of their role in delivering high-quality, safe, and person-centred care, and reflected on how their actions contributed to the overall culture. Feedback from staff, people, and relatives indicated that the culture encouraged openness, learning, and continuous improvement, with one staff member commenting, “We feel supported to speak up and suggest improvements, and our ideas are taken seriously.”

The provider had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support, and embodied the culture and values of their workforce and organisation. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.
Leaders at all levels demonstrated capability, compassion, and inclusivity, understanding the context in which care, treatment, and support were delivered. While the provider had experienced high turnover in the registered manager role, the deputy manager used their experience and knowledge to step in as interim manager, maintaining stability and continuity. Other long-standing leaders had progressed within the organisation and embodied the culture that newer leaders aimed to embed.
Staff described leaders as visible, approachable, and supportive, promoting a culture of learning and continuous improvement. Leaders had the experience, knowledge, and skills to manage risks effectively and ensure the organisational vision was implemented. Recruitment and succession planning supported sustained leadership, with attention to staff development and inclusive behaviours. Leaders were alert to any concerns about culture or poor practice, addressing these promptly to maintain staff wellbeing and the quality of care. One staff member commented, “Even with changes at the top, the leaders I see every day listen to us and make sure people get the right care.”

The provider fostered a positive culture where people felt they could speak up, and their voice would be heard.
Leaders acted with openness, honesty, and transparency, encouraging staff to raise concerns without fear of detriment. Staff described feeling empowered to share feedback, report incidents, or highlight risks, and were confident that these would be investigated sensitively and confidentially. Lessons learned from concerns or incidents were shared and embedded into practice to improve care and service delivery. One staff member said, “If something isn’t right, I know I can raise it, and it will be taken seriously. Leaders listen and make sure things get sorted.”
Staff also reported that apologies and explanations were provided promptly when things went wrong, and actions were taken to prevent recurrence. This approach ensured that people and staff alike could trust that issues would be addressed fairly and effectively.

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who worked for them.
Leaders actively promoted equality, diversity, and inclusion across the workforce, working to create a fair and inclusive culture. Policies and practices were reviewed to identify and address disparities in staff experiences, including for those with protected characteristics. Reasonable adjustments were made to support staff in their roles, and efforts were taken to ensure leadership and staff teams reflected the diversity of the people using the service.
Staff reported feeling able to raise concerns and contribute ideas about equality and inclusion, confident that their voices would be heard and acted upon. One staff member stated, “Everyone is treated fairly here, and if you have a concern about anything, it’s listened to and acted on.” Leaders monitored interventions to evaluate their impact, tackled bullying or harassment promptly, and promoted a culture of fairness, inclusivity, and respect across all levels of the workforce. The service celebrated cultural diversity through activities such as culture days and provided culturally appropriate meals for people, supporting an inclusive environment for both staff and people using the service.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

Staff understood their roles and responsibilities, and managers could account for the actions, behaviours, and performance of their teams.
Systems to monitor performance, risks, and outcomes were robust, with audits, digital records, and action plans regularly reviewed and updated. Leaders acted on information promptly to address any concerns or areas for improvement, including environmental and safety matters. For example, a fire safety audit conducted in June 2025 identified recommendations, such as upgrading some fire detectors and extending detection coverage; staff were trained, procedures were robust, and the provider has actively taken steps to implement the recommendations provided.
Leaders used governance information to drive improvements in care, the environment, and operational procedures. Data and notifications were shared appropriately with external organisations, and lessons learned from audits and incidents were acted on to enhance service quality. This approach ensured that people consistently received care that was safe, effective, and well managed.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement.
Staff and leaders worked openly and transparently with relevant external stakeholders and agencies, including GPs, community health teams, and social care professionals, to support care provision and service development.
Information and learning were routinely shared with partners to promote continuous improvements. For example, the GP confirmed that observations, updates, and relevant details were consistently provided prior to visits, allowing care to be efficient, personalised, and responsive to people’s needs. Staff also engaged with people and their families to gather feedback, which was used to inform service changes and improvements.
The service worked in partnership with the local church and library, enabling people to engage with community activities and maintain connections outside the home. Leaders used these networks to identify innovative approaches to care and implement best practices, contributing to improved outcomes for people. Collaborative working across internal teams and external partners ensured that people’s care and support were well coordinated, flexible, and responsive to their individual needs.

The provider focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe, effective practice and research.
The provider maintained a strong emphasis on continuous learning, improvement, and innovation throughout the service and local network. Creative approaches were promoted to enhance equality of experience, outcomes, and quality of life for people. The service actively applied evidence-based practice and contributed to safe and effective care. The new manager had embedded a series of improvements, ensuring staff received appropriate support and training. Both the care home manager and area manager oversaw a structured improvement plan, prioritising key actions to enhance the service, such as refurbishing areas of the home. Accidents and incidents were systematically reviewed, with lessons learned shared promptly with staff to inform future practice. The provider had also implemented a bespoke application to support audits, track health and safety compliance, and monitor service performance across the home. Regular staff meetings included updates on regulatory guidance, CQC requirements, and ongoing service developments, ensuring staff remained informed and engaged in improvement initiatives.