The inspection took place on 23 April and was announced. The inspection continued 26 April 2018 and was again announced.

Woodstock House is a ‘care home’. People in care homes receive accommodation and nursing or personal care as single package under one contractual agreement. CQC regulates both the premises and the care provided, and both were looked at during this inspection.

Woodstock House is a residential care home for eight people with mental health needs. The home is situated in the centre of Salisbury and provides easy access to local facilities. There are three floors with the first and second floor having access via stairs. There is a communal living and dining area and a conservatory on the ground floor. At the time of our inspection seven people were living at the home.

The service had a registered manager in post. A registered manager is a person who has registered with the Care Quality Commission to manage the service. Like registered providers, they are ‘registered persons’. Registered persons have legal responsibility for meeting the requirements in the Health and Social Care Act 2008 and associated Regulations about how the service is run.

People were protected from avoidable harm as staff understood how to recognise signs of abuse and the actions needed if abuse was suspected. There were enough staff to provide safe care and recruitment checks had ensured they were suitable to work with vulnerable adults. When people were at risk of self-harm or displaying unacceptable behaviour staff understood the actions needed to minimise avoidable harm to themselves and others. The service was responsive when things went wrong and reviewed practices in a timely manner. Medicines were administered and managed safely by trained staff.

People had been involved in assessments of their care needs and had their choices and wishes respected including regular access to healthcare services. Professionals spoke positively about the service. People’s care was provided by staff who had received an induction and on-going training that enabled them to carry out their role effectively. People were also encouraged to attend training with staff. People had their eating and drinking needs understood and met. Opportunities to work in partnership with other organisations took place to ensure positive outcomes for people using the service. People were supported to have maximum choice and control of their lives and staff supported them in the least restrictive way possible; the policies and systems in the service supported this practice.

People, professionals and their families described the staff as caring, kind and friendly and the atmosphere of the home as homely. People were able to express their views about their care and felt in control of their day to day lives. People had their dignity and privacy respected. Independence was promoted to empower people to live meaningful and fulfilling lives.

People had their care needs met by staff who were knowledgeable about how they were able to communicate their needs, their life histories and the people important to them. A complaints process was in place and people felt they would be listened to and actions taken if they raised concerns. People’s end of life wishes were known where this had been identified by them as a goal. These included their individual spiritual and cultural wishes. People were actively supported to access their community and attend activities, voluntary work and college courses of their choice.

The service had an open and positive culture that encouraged involvement of people, their families, staff and other professional organisations. Leadership was visible and promoted teamwork. Staff, people and professionals spoke positively about the management and had a clear understanding of their roles and responsibilities. Audits and quality assurance processes were effective in driving service improvements. The service understood their legal responsibilities