Rosewood Lodge & Brook House

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 inspection we rated this key question good. At this assessment the rating remained good. This meant the management and leadership was consistent. Leaders and the culture they created supported the delivery of high-quality, person-centred care.

At our last inspection the provider was in breach of the legal regulations in relation to good governance. At this assessment improvements had been made, and the provider was no longer in breach of regulations.

This service scored 79 (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.

People were positive about living at the home. Comments included, “I am happy here” and “It’s a lovely place, I am well looked after.” Our observations of interactions between people and staff were positive. The registered manager had a good understanding of the needs of the people they supported.

Staff spoke positively about working at the service and the people who lived there. One staff member told us, “I am happy here, we all get on well.” Another staff member commented, “Staff morale is good, we are positive and all get on. We are lucky.” Staff were aware of the aims of the service and delivered care and support in line with them.

One professional told us, “Well led, excellent. I have no doubt that the reason for the quality of provision is the ethos that [Name of registered manager] instils in their staff, encouraging a cohesive and positive set of staff values through good communication and leading from the front.”

The registered manager was exceptionally passionate about delivering high standards and compassionate care which empowered people and was person centred. The registered manager and staff team embodied the culture and values of the organisation. This was reflected in the feedback we received from professionals. One professional told us, “The management is strong and continually promoting activities for their clients and looking for creative ways to rehabilitate patients and forge an independent lifestyle.” Other comments from professionals included, “I have no doubt that the reason for the quality of provision is the ethos that [name of registered manager] instils in their staff, encouraging a cohesive and positive set of staff values through good communication and leading from the front,” “The manager works effectively in a friendly and caring manner; this is reflected by the staff also” and “My observation of [name of registered manager] is they care for the people living at the service and will go above and beyond to advocate, support and care for these people.” Throughout the inspection the registered manager demonstrated how they went over and above to achieve positive outcomes for people.

People knew who the manager was and felt able to approach them. Staff commented positively about the registered manager and deputy manager.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. The service had a whistle blowing policy in place. Staff felt able to raise concerns and were confident action would be taken. One staff member told us, “[Name of registered manager] is very approachable, also [name of deputy manager], they are very helpful and willing. They are a very good management team.”

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who work for them. Staff told us they were treated equally and fairly and thought it was a good place to work.

The provider did not always have clear responsibilities, roles, systems of accountability and good governance.

Although there had been improvements in the systems in place to monitor the quality and safety of the service, there were still further improvements needed to ensure the systems were fully effective. For example, although audits had identified shortfalls in overall fire safety which had been raised by the registered manager, this had not been actioned in a timely manner by the provider. Audits had not ensured all recruitment documentation was in place.

There were a wide range of audits and checks carried out by the provider and registered manager. Audits included, safeguarding, incidents and accidents, medicines, care plans, health and safety, and mealtime audits. The audits identified areas of improvement and had action plans.

In addition, a service action plan was in place which incorporated actions identified through these systems. The registered manager and deputy manager also completed a range of spot checks.

The service clearly understood and carried out their duty to collaborate and work in partnership, and services worked seamlessly for people. They always shared information and learning with partners and collaborated for improvement.

We received unanimous positive comments from professionals telling us how well they worked to ensure good outcomes for people. One professional told us, “They have excellent working relationships with the local community mental health services, and I know they are thought of highly due to their track record of working with some very complex individuals.” Other comments included, “They strive hard to work closely with other professionals and have forged strong and close ties with community workers” and “The service demonstrates excellent collaboration with external professionals, including all health and social care professionals, independent advocacy services and with families.”

The provider focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcomes and quality of life for people.

The registered manager was committed to making ongoing improvements. Since our last inspection the staffing structure had changed. The provider had appointed a Strategic and Operational Oversight manager to provide additional oversight and support. A deputy manager was also now in post to support the registered manager.

The provider held regular managers meetings. The registered manager told us these were a helpful and supportive forum to share ideas and learning.