Salisbury House Residential 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 service was consistently managed and well-led. Leaders and the culture they created promoted 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.

The provider and management team fostered a positive culture focused on delivering high-quality, personalised support for people.

The registered manager explained how staff were recruited in adherence with the providers values and ethos, to help ensure they were a right fit from the start. This culture was both understood and practiced by staff at every level. A member of staff told us, “The managers don’t want below average care here – they want person centred care for everyone.” A relative confirmed, “It is clear the home has high standards and that comes from the managers, managers have helped to create a family feel, they are very consistent and run the home in a tried and tested way and it works.”

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.

The provider and leaders were visible, approachable, consistent and led by example. Both the registered manager and provider demonstrated a passion and capability about their role and what they were setting out to achieve.

Leaders were committed to providing high-quality care. They were highly regarded by people, relatives and staff alike. A member of staff told us, “The Managers have an open door, they are very supportive and caring and if have a problem I can speak to them, and they listen.”

Staff understood the vision and strategy of the provider and leaders had the experience and capability to help ensure the strategy was delivered. A visiting health care professional told us, “They seem to have good moral between staff, and good relationships between leaders. I think they are a brilliant care home.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

Systems and processes enabled people, relatives and staff to express their views, including meetings and surveys. Surveys were analysed by the management team to determine if there was anything to follow up on. If so, changes were made directly in response. Staff also told us they could speak up at any time. One told us, “I can make suggestions, and speak up.”

People and family members told us there were opportunities to provide feedback and felt comfortable raising any issues and believed staff and managers would listen and respond.

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.

Staff performance, learning and development was monitored via observations and contact with managers and senior staff (such as team leaders). There were opportunities for staff development to enable staff to progress into more senior roles which helped with staff retainment.

Equality and diversity were actively promoted, and processes were in place to help ensure staff felt treated equitably. We saw examples where the provider had made adjustments and adaptations to staff working hours and patterns to meet their individual needs and personal commitments.

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.

The registered manager had a clear understanding of their role and responsibilities in line with regulatory requirements. They knew when to notify CQC about incidents and events which occurred at the service.

The registered manager was supported by a deputy manager and a provider who adopted a hands-on approach to overseeing the governance at the home.

Care staff were further supported on each shift by a team leader who acted as a source of support and guidance.

The provider had policies in place to help ensure staff met legal standards and delivered high-quality care.

The registered manager and staff understood their responsibilities for ensuring risks were quickly identified and mitigated. The provider had an up-to-date picture of risk across the service at any one time via ongoing monitoring.

An external visiting health care professional told us, “[The home] is extremely well run, organised and welcoming.”

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.

There was a positive approach to working in partnership with others including Clinical Commissioning Groups (CCG) and other health and social care professionals.

The provider was open and collaborative with relevant stakeholders and worked in partnership to help support care provision and joined up care. We saw examples of the provider working in partnership with external professionals to help ensure people experienced a more seamless experience of care and support.

An external visiting health care professional told us, “Based on my professional experience of the home, I have felt confident recommending it to patients and their families when considering residential care. This is due to the high standard of care, organisation and commitment demonstrated by the staff.”

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.

Quality assurance arrangements were in place to help identify any areas for improvement. Leaders considered information about the service’s performance and how it could be used to make the required improvements. Lessons were learned following incidents and safeguarding concerns to help support improvements in practice.