Red Rocks 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 provider and management team fostered a positive culture which was inclusive, person centred, empowering and focused on the provision of high-quality compassionate care. This culture was both understood and practiced by staff at every level. The provider set out to make the home a ‘wonderful place to be.’ People were encouraged to think of Red Rocks as their own home. One person told us, “I visited my home recently which is now rented out, but when I was last there, I didn’t feel like it was home, because this is my home now.”

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 provider and leaders were available, consistent and led by example. The registered manager had been based at the service since its opening and demonstrated both a passion and capability about their role and what they were setting out to achieve. They were highly thought of by people and staff alike. One person told us, “I wouldn’t be here if I didn’t think the home was well run.” A member of staff told us, “You couldn’t want for a better manager.” Staff understood the vision and strategy of the provider and leaders had the experience and capability to help ensure the strategy was delivered.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Systems and processes enabled people, relatives and staff to express their views, including meetings and surveys. People and family members told us there were opportunities to provide feedback and felt comfortable raising any issues and believed staff and managers would listen and respond. People told us, “I feel safe, but I know who to tell if I didn’t” and “We get forms to fill in about any niggles or anything and there are meetings.” Staff were also able to voice their opinions and views in a variety of both formal and informal ways.

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. Score: 3 Equality and diversity were actively promoted, and processes were in place to help ensure staff felt treated equitably. Staff told us they felt respected, valued and supported. One member of staff told us, “It’s so inclusive here, everyone is part of one big team.”

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 provider had effective governance, management and accountability arrangements. Governance processes helped the provider to have a current picture of any risks to the safety and quality of the service. These processes were used to further drive up the quality and safety of the service.

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 was open and collaborative with relevant stakeholders. It worked in partnership to help support care provision and joined up care. We saw multiple examples of the provider working in partnership with external professionals to help ensure people experienced a more seamless experience of care and support.

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. Quality assurance arrangements were in place to help identify any areas for improvement. Leaders considered information about the service’s performance and how it could be used to make the required improvements. Lessons were learned following incidents and safeguarding concerns to help support improvements in practice. The provider demonstrated a commitment to learning and improving, they acted on any feedback provided during the inspection in a timely and proactive way.