Rowanweald Residential and 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.

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 told us management encouraged a positive culture of learning and development at the service. They said they felt listened to and valued. Staff were aligned with the provider’s values and were positive and enthusiastic about their roles. The registered manager fostered a culture of honesty and open communication. Staff also worked in a way that reflected this open and honest team approach. Staff told us they enjoyed their work and felt part of a team working at the home. A member of staff said, “Honestly speaking, it is my passion and I enjoy working [at the home].”

Staff undertook a range of training and had used this to help ensure procedures were followed to provide people with good quality care. There was regular communication between staff so that they could share their experiences and learn from one another. Systems and processes had been designed in line with the service’s vision and values and focused on people and meeting their individual needs.

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 openness and honesty.

Staff told us the leadership team encouraged them in their career progression and development. There were opportunities to further skills and knowledge through training. A member of staff told us, “They encourage us to further our skills. There are opportunities to progress.”

Staff felt the registered manager had the skills and knowledge to be a credible leader. A staff member said, “[The registered manager] is always there to support. It is a brilliant place to work.”

There was an organisational structure in place and staff understood their roles, responsibilities and contributions to the service. Management were responsive when things went wrong and took action to make improvements. Throughout the assessment of the service, management and staff we spoke with acted with openness, integrity and transparency.

Staff told us management were knowledgeable and provided them with the support they needed to do their job effectively. There was open and ongoing communication between the management team and staff. Staff were complimentary about the leadership approach of the registered manager who they consistently described as approachable.

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

The registered manager advocated a speaking up culture at the home and everyone we spoke with said they felt confident to speak up, and that they would be listened to.

The provider had appropriate policy and procedure in place to support speaking up which included opportunities for staff to raise concerns anonymously if they wished to.

Staff told us they felt confident that they could raise any issues with the leaders, and they would be taken seriously and investigated. The provider had a whistle blowing policy in place, which detailed how staff could speak up about any concerns they had about the service. In addition, management were regularly in contact with staff and this helped to promote an open rapport and effective working relationships.

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 had an appropriate policy in place and staff received training on equality, diversity and inclusion to raise awareness and promote an inclusive culture in the home. No one raised any concerns regarding workforce equality, diversity and inclusion during the assessment.

The provider had policies and procedures in place around workforce equality and diversity. The leadership team were sensitive and responsive to staff’s individual circumstances. This helped to ensure reasonable adjustments were made to accommodate staff’s needs.

Staff told us they were treated fairly and supported as individuals. Management were sensitive and responsive to staff’s individual circumstances. This helped to ensure reasonable adjustments were made to accommodate staff’s needs.

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.

The team had defined roles and responsibilities, and staff were clear about this. The registered manager and leadership team understood their responsibilities in assuring good quality care and the governance processes used to support this which included having oversight of the digital platform used for recording people’s care needs and records.

Effective systems and processes were in place to help monitor the quality and effectiveness of the service to help ensure risks were identified and mitigated, enabling and empowering people to receive good quality and safe care. Staff were supported by management to deliver consistently safe, person-centred care and support to people in line with their vision and values for the service. The provider used regular thorough audits and checks, individual and group meetings to help make sure staff understood how the service’s values should be achieved through their working practices.

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.

We saw examples of engagement with other professionals to ensure people received care that met their health and wellbeing needs. Management and staff knew what stakeholders were available to the service and how to access support. Leaders worked with people, their representatives and staff to build a culture that focused on supporting people to meet their individual needs.

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 told us they worked with other professionals to help make sure people received continuity in their care.

The provider focused on continuous learning, innovation and improvement. Management looked for ways to improve the running of the service and the quality-of-care people received. Systems were in place to seek feedback from people, relatives and staff. People and relatives and staff were encouraged to provide feedback.

The registered manager had a drive to ensure there was a culture of continuous learning. They shared learning and promoted improved ways of working through discussion with the team. This approach was also instilled in the staff team who strived to improve.

Electronic systems were used effectively, including the platform used for recording daily records and care plans.

Management carried out regular walkarounds. Issues identified were recorded so that action could be taken to make improvements. The registered manager had a live action plan to help ensure that any areas identified for improvement were fulfilled.