Selwood House Care 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.

This is the first assessment for this newly registered service. This key question has been rated 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 71 (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.

We asked for feedback about Selwood House from people, their relatives, staff and health and social care professionals. All told us there had been a positive change in the service since the current registered manager commenced in post. Staff told us, “In my limited time at Selwood, I feel there is a shared vision in providing person centred care, I am aware of the values of the service at Selwood.” And “Yes, the management communicates the vision clearly during meetings and displays it around the home. The values, such as respect, compassion, and dignity—are reflected in daily practice, and I feel the team works together toward shared goals. “There was an open culture, staff spoke positively about being able to discuss concerns with the management team and feeling confident they would act on them. A staff member said, I feel comfortable to speak openly at any time to the manager and organizations about any concerns. “A second staff member told us, “In my limited time at Selwood, I feel there is a shared vision in providing person centred care, I am aware of the values of the service at Selwood.”
The registered manager told us they believed in ‘happy staff, happy residents.’ They wanted to ensure staff were appreciated and happy in their job roles as people receiving care should have it provided by staff who want to be there and enjoy what they are doing as they believed it would be a better experience than from a staff member who didn’t enjoy their duties.

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 registered manager was proud of their improvements to the service so far, in particular they had improved the training of staff. Since commencing in post in May, they had arranged several self-designed workshops focusing on areas that needed development, for example, following our inspection, they focused on a medicines training session. In addition, training course completion percentages had increased.

As a registered nurse, the registered manager was professionally qualified in their role and provided expertise with their extensive experience in the care sector. Staff felt confident in their leadership telling us, “From my experience, the management team is approachable and treats staff equally. They encourage open communication and provide guidance to anyone who needs support, regardless of their role or experience.” And “I feel comfortable to speak openly at any time to the manager.” A relative gave feedback to the service that read, “Everyone is approachable, and the Manager is excellent, very hands on with residents and an inspiring presence for both patients and families.”

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

Staff were confident they could speak up and raise concerns without fear of retribution. One staff member said, “Our management team is always very supportive and approachable on a daily basis to everyone, without any biases. The management listen to everyone from the staff and helps.” A second staff member was also positive saying, “My experience so far is a positive one where the management team are accessible and approachable, supportive whereneeded overall, I have not experienced anything to suggest otherwise.” More feedback stated, “From my experience, the management team is approachable and treats staff equally. They encourage open communication and provide guidance to anyone who needs support, regardless of their role or experience.” However, 1 staff member, while confident actions would be taken, was concerned about confidentiality telling us, “I believe my grievances will be handled appropriately if I forward any because we are aware [post name] was being investigated. However, the reason for investigation came to my attention as well which leaves me sceptical about confidentiality in whistleblowing.”

Staff felt confident to raise concerns with people outside of the organisation such as GPs to safeguard people they cared for.

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.

Selwood House is in an area where the local population is not very diverse, however the staff team was diverse and included several overseas workers. We asked staff if they had seen or experienced discrimination. They told us, “No, I haven’t witnessed any discrimination here. Staff and residents are treated with respect. If I ever did observe discrimination, I would follow policy by reporting it immediately to management.” And “No, I have not witnessed discrimination of any kind so far. A very inclusive environment.” And “I have never witnessed any discriminations at Selwood House, and I feel very confident that our staff works in professional way.”

We saw people, staff and relatives treated in a warm and friendly way by all.

The provider did not always have clear responsibilities, roles, systems of accountability orgood governance. They did not always act on the best information about risk, performance andoutcomes, or share this securely with others when appropriate.

There were a wide range of audits, completed by various staff members that were all reviewed by the registered manager. Any outcome actions from audits were fed into a service plan and reviewed to ensure they were met. Most audits had been effective and identified improvements needed. However, audits did not identify all the concerns we found with medicines and recruitment records. These have since been improved to mitigate the risk of this continuing.

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.

The registered manager had worked to ensure relationships with health and social care partners was positive and effective. However, we received feedback that concerns had been raised by a health care service which we passed on to the registered manager. They immediately said they would meet with the professional and address this, they had been unaware of the difficulties experienced and wanted to stop this happening again.

There had also been some issues with medicines prescribing and supply when we inspected. These were addressed by the registered manager who met with the GP surgery and devised a plan going forwards.

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 registered manager had improved completion rates of training and delivered their own training sessions. They had also engaged external training providers including a dementia experience so staff could understand the day-to-day experiences of people more fully.
When there were accidents and incidents, learning was shared at ‘stand up’ meetings, handover and team meetings, also the eCare system had a facility to share messages with users.
There was an ongoing service improvement plan updated regularly with completed projects and new improvements.