Silomarg Ltd

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 requires improvement. At this assessment, the rating has changed to 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.

Staff shared a common understanding of the provider's values and demonstrated a commitment to promoting independence, dignity and individual choice. Staff spoke positively about their roles and consistently described the importance of supporting people to achieve the best possible outcomes. One staff member told us, "Our main motto is to promote independence as much as we possibly can."

The provider promoted openness, honesty and learning and encouraged staff to work together to deliver high-quality care. This meant people received support from staff who were working towards shared goals and values.

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 maintained a visible and supportive presence despite staff working remotely, through regular contact, visits and ongoing support. They had a clear understanding of people's needs and the provider's legal responsibilities and were open, transparent and knowledgeable throughout the assessment process.

Staff consistently spoke positively about the registered manager and described them as supportive, approachable and caring. Staff told us they felt able to seek advice and guidance whenever needed and gave examples of the support they had received both within and outside of work. Relatives also described the registered manager as responsive and easy to contact.

The registered manager led by example and promoted a culture that focused on providing person-centred care and achieving positive outcomes for people. They maintained effective oversight of the service and were committed to supporting both people using the service and the staff team. During the assessment, the registered manager, who also owned the company, told us they were recruiting a registered manager to assist with the running of the service but had learnt lessons after the previous inspection to prevent future issues. This meant staff felt valued and supported in their roles, and people benefited from leadership, which was compassionate, knowledgeable and focused on delivering good quality care.

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

Staff told us they felt comfortable raising concerns, sharing ideas and seeking advice from management when required. They described the registered manager as approachable and supportive and said they would not hesitate to discuss concerns about people's safety, wellbeing or quality of care. The provider had systems in place for reporting concerns, incidents, complaints and safeguarding matters, and staff understood their responsibilities to use these. Staff told us concerns would be listened to and acted upon appropriately. This meant staff, people and their representatives felt able to speak up, raise concerns and share feedback, confident their views would be listened to and acted upon.

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.

The provider valued and respected diversity within the workforce and promoted an inclusive working environment. Staff told us they felt respected, supported and valued in their roles. They spoke positively about the culture within the service and the support provided by the registered manager.

The provider supported staff to develop their skills and knowledge through training and supervision. Staff were treated fairly and were able to access support when required. This meant staff worked within an inclusive environment where they felt valued and able to provide good quality care.

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.

Effective governance arrangements were in place to oversee the quality and safety of the service. Audits, monitoring processes and managerial oversight were used to identify areas for improvement and drive service development. The provider submitted statutory notifications when required and demonstrated an understanding of their regulatory responsibilities.

We identified some areas where documentation could be strengthened. The provider was receptive to all feedback, responded promptly and provided assurances that action would be taken, including reviewing documentation and oversight processes where required.

Significant improvements had been made since the previous inspection and the provider was no longer in breach of regulations relating to safe care and treatment, staffing, good governance and fit and proper persons employed. This showed the provider had reflected on previous concerns and taken action to improve the service.

The registered manager demonstrated good oversight of the service and a clear understanding of people's needs, risks and outcomes. This meant there were effective systems in place to monitor the quality and safety of the service, identify improvements and support the delivery of good quality care.

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 provider worked positively with a range of health and social care professionals, including GPs, community nurses, occupational therapists and local authority teams. Information was shared appropriately to support people's care and wellbeing, and referrals were made when additional support or specialist input was required. Professionals spoke positively about the service and its willingness to engage with others to support good outcomes for people. This meant people benefited from coordinated support and effective partnership working, helping to ensure their needs were met by the services involved in their care.

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 and effective practice.

The provider demonstrated a commitment to learning and improving the service. Systems were in place to monitor the quality and safety of care and identify opportunities for development. Where improvements were identified, the provider responded positively and took action to address them. The provider had made significant improvements since the previous inspection and was receptive to feedback throughout the assessment process. This meant the provider continually sought opportunities to improve outcomes and experiences for people.