Salisbury Manor

On this page

• Overview
• Assessing needs
• Delivering evidence-based care and treatment
• How staff, teams and services work together
• Supporting people to live healthier lives
• Monitoring and improving outcomes
• Consent to care and treatment

Effective – this means we looked for evidence that people’s care, treatment and support achieved good outcomes and promoted a good quality of life, based on best available evidence. This is the first assessment for this service under this provider. This key question has been rated good. This meant people’s outcomes were consistently good, and people’s feedback confirmed this

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 made sure people’s care and treatment was effective by assessing and reviewing their health, care, wellbeing and communication needs with them.

Leaders completed a pre-admission assessment before people moved into the service. This helped leaders decide if they could safely and effectively meet people’s needs. The service used a ‘resident of the day’ process which enabled staff to review people’s needs at least monthly and identify any changes. People’s care records demonstrated assessments were up to date and recorded people’s current needs.

People and relatives said they were involved in assessments of needs and able to ensure their wishes and preferences were recorded and known by staff.

The provider planned and delivered people’s care and treatment with them, including what was important and mattered to them. They did this in line with legislation and current evidence-based good practice and standards.

Nationally recognised assessment tools were used to assess people’s needs and identify any risks to people’s safety. For example, staff used assessment tools for assessing risks of malnutrition and pressure damage. The provider had effective systems to identify changes to good practice and legislation. There was a team of central office staff who supported leaders to keep up to date with evidence-based good practice.

People were involved in their care and support through the ‘resident of the day’ system. This made sure people were included in care reviews and any changes to their planned care.

People had access to drinks throughout the day, and they had choice of food. We observed a mealtime and found it to be inclusive and relaxed. People living with dementia were supported to make choices with staff showing them options for meals on plates. This enabled people to see and smell the choices which helped them with their decision making. People did not share any concerns about the food at the service.

The provider worked well across teams and services to support people. They made sure people only needed to tell their story once by sharing their assessment of needs when people moved between different services.

There were various communication systems at the service for staff to get updates about changes to people’s needs. There was a handover prior to all shifts which was an opportunity for staff to receive information and discuss people’s needs. There was a clinical care meeting daily which made sure all staff were aware of any ill health or new care instructions. Staff told us there was good communication amongst the staff and they worked well as a team.

The local GP visited weekly to complete visits to people in their rooms. People’s records demonstrated other professionals were also involved in people’s care. For example, staff regularly referred people to speech and language therapists and physiotherapists where needed.

Feedback from professionals about the care approach was positive.

The provider supported people to manage their health and wellbeing to maximise their independence, choice and control. Staff supported people to live healthier lives and where possible, reduce their future needs for care and support.

There was an activities programme planned for people which included time for exercises. People were encouraged to join in and keep mobile. People could speak with the chef who was on hand to provide support and guidance on healthy eating. The service had links with a local physiotherapist who visited people to help them with mobility and maintaining independence.

Information on people’s health conditions were recorded in people’s care plans which gave staff clear guidance on how the condition may affect the person and what support to provide. Nursing staff used RESTORE2 which is a physical deterioration and escalation tool used in health and social care services. This helped staff recognise early signs of ill health and take action to support the person to get the health care they needed.

The provider routinely monitored people’s care and treatment to continuously improve it. They ensured that outcomes were positive and consistent, and that they met both clinical expectations and the expectations of people themselves.

People said they were very happy with the care they received.

Care was supervised by a team of nurses. They carried out clinical observations when monitoring people as appropriate. This meant any signs of ill health were often identified at an early stage so action could be taken.

People who needed monitoring for areas such as food and fluid or re-positioning had care records to demonstrate staff were following guidance for their planned care. The registered manager told us this was an area they had recently worked with staff to improve.

The provider told people about their rights around consent and respected these when delivering person-centred care and treatment.

Staff were provided with training on the Mental Capacity Act 2005 (MCA) and understood the principles. Care records demonstrated if there were concerns about people’s capacity, staff completed MCA assessments and acted in people’s best interest. Records recorded who was involved in decision making and all options discussed with reasons for why decisions were made.