Rosehill Care

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, although we found the effectiveness of how they operated their governance systems needed to be improved. At this assessment, the provider had made improvements and was no longer in breach of regulation relating to good governance. The services rating remains 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 were supported by the registered manager to deliver consistently safe, person-centred care and support to people in line with their vision and values for the service. Systems and processes had been designed in line with this vision and focused on people and meeting their individual personal care needs and wishes. The registered manager used audits and checks, individual and group meetings to make sure staff understood how the service’s values should be achieved through their working practices.

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 was suitably qualified and experienced and undertook continuous learning to develop and maintain their knowledge and skills. They had a good understanding of the needs of people using the service and how these should be met through the provision of safe, person-centred care. People’s relatives and staff working for this provider were all positive about the leadership approach of the registered manager who they consistently described as professional, approachable and supportive. A relative told us, “The manager [registered] is one hundred percent accessible, approachable and listens to what you have to say.” A member of staff added, “I feel supported by [name of registered manager]. She is approachable and I cancontact her anytime whenever I need any help or advice.”

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

The service had an open and transparent culture. People’s feedback indicated they had no concerns or fear about speaking up if they needed to. A relative told us, “If I need to speak to the manager [registered] about anything I know she is only a text or phone call away.” People were provided with information about how they could report concerns and how these would be dealt with by the provider. The registered manager told us they explained the complaints process before people started using the service. Staff were supported to speak up if they had any concerns. The registered manager used a range of methods to gather people’s views about the service including, weekly telephone contact, fortnightly in-person home visits, regular care plans review meetings and satisfaction surveys. A relative told us, “The manager [registered] visits us at home twice a month, so we have plenty of opportunities to speak to her about the care my [family member] receives from them.” Another relative added, “[name of registered manager] visits us at home at least once a month and would come more if needed. She also regularly corresponds with us by text or telephone.”

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.

Staff were valued and treated equally and fairly. They said the registered manager was supportive and reported feeling respected, valued, and listened to. Staff received the same opportunities to learn and progress in their roles. A member of staff told us, “The manager [registered] treats all of us equally and with respect.” Another added, “We have a friendly supportive team which promotes a good atmosphere to work in.” Staff were supported through relevant training and supervision to inform their knowledge and understanding of equality, inclusivity, and fairness in the workplace.

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.

Improvements had been made to the way the provider operated their governance systems which meant they were no longer in breach of regulations. The providers governance systems were more robust and now effectively operated. For example, the registered manager was conducting monthly audits and reviews in relation to the quality and safety of the service people received. The outcomes of these reviews informed action plans to address performance gaps and drive service improvements. The provider also used an electronic monitoring system which automatically alerted the registered manager if a person’s care and risk management plans needed reviewing and updated, staff were due refresher training or were late or missed a call visit. In addition, the registered manager regularly conducted monitoring visits to directly observe staffs working practices during a call visit. A member of staff told us, “[name of registered manager] normallycarries out regular spot checks on us to observe how we work and to help us improve.” Another added, “I receive regular feedback after the manager [registered] observes me at work, which helps me maintain good working practices.”

The registered manager understood and demonstrated compliance with regulatory requirements.

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 registered manager and staff worked closely with relevant external health and social care professionals and bodies and regularly shared information and learning with these partners. They followed guidance and recommendations they received from these professionals to support staff learning and improve the safety and quality of the service they provided people. A member of staff told us, “Ialways act in accordance withadvice from physiotherapists and GPs.”

The provider focused on continuous learning, innovation and improvement across the organisation and local system.

The registered manager encouraged an open culture of learning and continuous improvement, driving good-quality, safe, person-centred care. They had addressed all the outstanding issues we had identified at their last assessment, and no new concerns were found at this assessment. Regular audits and checks the provider conducted were routinely used to analyse and identify any performance issues. When lessons needed to be learned, the provider developed action plans which set out clearly what, how and when they needed to take steps to improve the service they provided. Staff confirmed information about any lessons learnt and action plans developed as a result were always shared with them during individual and group supervision meetings with the registered manager. A member of staff told us, “I receive feedback on my performance from people we support and their relatives via the manager [registered], which helps me improve the quality of the care I provide them.”

The registered manager understood their responsibility to apply duty of candour and where appropriate apologise when things had gone wrong. The duty of candour is a legal requirement for health and social care providers to be open and transparent with people receiving care and treatment when mistakes occur.