Rosedale Nursing 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.At our last assessment we rated this key question good. At this assessment the rating has remained 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.

The registered manager and all staff had a good understanding of their roles and shared a commitment to providing person centred care and treating and valuing people as individuals. The provider and staff worked with people and their relatives to build a culture that focused on providing person centred, responsive care. A range of policies were in place to guide staff.

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. A staff member told us, “[Registered manager] is lovely and so flexible.” People were very positive about the registered manager and the way the home was run. They described the registered manager as approachable. A person told us, “I know [registered manager] and she manages the home well.” A relative said, “We know [registered manager] very well and she always tries to make time for you.”

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

Staff told us they felt encouraged to speak up if they had any concerns and felt listened to. Staff told us, “I would go to any of the nurses or managers. They encourage you to speak up” and “[Registered manager] is good, you can talk to her.” There were meetings and surveys for staff, people who lived at the home and their relatives to share their views about the service. A person who lived at the home acted as a speak up advocate for others and was able to raise issues for people. There was a ‘You said, we did’ board at the entrance to the home detailing action managers had taken in response to recent suggestions.

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 and registered manager demonstrated a commitment to workforce equality, diversity and inclusion. Staff’s cultural heritage was respected.

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.

There was a range of quality monitoring and auditing in place. The provider and registered manager had good oversight and the senior management team worked well together. There were regular meetings to discuss any actions or improvements that needed to be made.

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.

Staff supported people to access health care services. A relative told us, “We’re made to feel like part of the family and they [staff] talk to us all of the time.”

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 provider and managers were open and honest and showed a genuine commitment to continuous improvement, with regular meetings and analysis of audits to ensure any learning had been identified and actioned.