Rosebery 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. This is the first assessment for this service. This key question has been rated outstanding. This meant service leadership was exceptional and distinctive. Leaders and the culture they created drove and improved high-quality, person-centred care.

This service scored 93 (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 clear and shared vision, strategy and culture based on transparency, equity, equality and human rights, diversity and inclusion, and a strong understanding of the needs of people and their communities. This approach created a positive, person centred and empowering culture where people’s needs and wishes were consistently placed at the centre of the service.

The registered manager was passionate about improving people’s quality of life, and staff clearly shared this vision. They described being proud to work for the service and committed to achieving the best possible outcomes for the people they supported.

People, staff and relatives all told us there was an open-door policy. Staff felt able to seek guidance and raise concerns without hesitation. When incidents occurred, the service was open and transparent, providing clear explanations to people, relatives and stakeholders.

It was evident the home promoted an open, inclusive and welcoming culture where people came first, and their satisfaction was a priority. This encouraged staff to continually strive for good outcomes and contributed to the delivery of high-quality care.

Staff spoke about their passion for supporting people to achieve outstanding outcomes, and visiting professionals and relatives consistently described the service as extremely caring. The service had a homely, calm and welcoming atmosphere. People and relatives told us staff supported them to live meaningful, fulfilling lives.

Daily staff handovers ensured important information was shared about people’s needs and any changes to their support. One staff member told us, “What I find most inspiring about this organisation is its willingness to take positive, therapeutic risks when it is in a person’s best interests. It reflects a genuine commitment to giving people meaningful opportunities to grow, develop new skills and take steps towards greater independence.”

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.

All managers and staff we spoke with displayed a passion for the home and for what they were aspiring to achieve high-quality person-centred care. The management team demonstrated an open and transparent management style and were fully engaged with people and staff at the service. A focus on developing and encouraging staff, had resulted in high staff retention rates, which meant people were supported by a consistent, knowledgeable and experienced staff team. The provider had introduced a clear career pathway to support staff with continuous professional development by progressing into more senior roles within the organisation. For example, by gaining additional qualifications and taking on additional duties.

Staff said the registered manager and the management team were exceptionally kind, caring and compassionate. Staff said, the management team always made time for people to voice their thoughts and concerns. Without exception staff said the registered manager fostered a sense of belonging for people and staff.

The provider had a shared vision, strategy and culture based on openness, equality, diversity and human rights. People were involved in shaping the culture, vision and values of the service. There was effective teamworking and collaboration and staff were valued and respected.

The provider fostered a positive and open culture where people and staff felt able to speak up and confident their views would be heard. Staff told us they felt well supported by the registered manager and deputy. One staff member said, “The managers are always there for us, you can talk to them about anything.” Another added, “We work really well as a team; everyone looks out for each other.”

Staff described staff meetings as open, inclusive, and focused on learning. They told us they felt listened to when they shared feedback. One staff member said, “What’s really beautiful about this company is the kindness, compassion and understanding and they are always willing to give people a chance in a therapeutic environment.” When we raise something, they actually act on it.” We observed there were clear systems in place to support staff to speak up about concerns relating to people’s care or the running of the service.

Staff said the service promoted transparency and encouraged them to share their thoughts, experiences, and improvement ideas. They told us they felt safe to discuss their own wellbeing. One member of staff told us, “I never feel judged here. if I’m struggling, I can say so and I get support straight away.”

The provider had effective systems and processes that enabled both staff and people living at the service to raise concerns. These included daily meetings, a whistle blowing policy, and a “you said, we did” approach. Records from team meetings showed feedback was shared and managers responded.

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 leadership team promoted an inclusive culture and ensured staff had the skills required to meet the diverse needs and rights of people using the service. Staff informed us they were supported by the leadership team to undertake further training and development, such as positive behaviour support and management qualifications. This enhanced their skills and contributed to continuous improvement within the service.

Staff felt respected, supported, and valued. Staff said they could raise any concerns without fear. They said the service promoted equality and diversity in daily work and provided opportunities for development and career progression.

The service promoted a positive workplace culture through reward schemes, enabling both clients and staff to recognise colleagues who had gone above and beyond. Staff identified their preferred shift patterns, and leaders planned rotas in advance, offering stability while maintaining flexibility for personal commitments. The team developed a new structured rota system in consultation with staff and people using the service to improve continuity of care across the teams.

Staff demonstrated a strong commitment to respecting people’s individual needs, preferences and cultural backgrounds. The service checked in with staff who were observing Ramadan to ensure they felt supported and made reasonable cultural adjustments, such as allocating alternative duties when food preparation conflicted with staff members’ cultural or religious practices, so no one felt pressured or uncomfortable.

Staff were supported to express their needs and preferences. This included providing reasonable adjustments for people who required help with reading or technology, such as purchasing a blue overlay to support visual needs.

Staff and managers were clear about their roles and responsibilities and supported each other well to effectively carry out these roles and responsibilities.

There was a clear management and staffing structure, and staff were aware of their roles and responsibilities, were motivated, and had confidence in the management team. There was significant emphasis on continuously improving the service. Audits included all aspects of care including health and safety checks, safe management of medicines and people's care records. These audits reviewed where the service was doing well as well as areas where improvement was needed.

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 transparent and collaborative with all relevant external stakeholders and agencies. It worked in partnership with key organisations and healthcare professionals to support care provision, service development and joined-up care. Records showed the provider worked closely in partnership with the safeguarding team and multidisciplinary teams to support safe care provision. Advice was sought, and referrals were made in a timely manner which allowed continuity of care.

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.

Staff told us the provider encouraged them to be innovative and empowered them to access additional training and professional development.

The management team were proactive in using information from audits, complaints, incidents and safeguarding alerts to improve the service. The managers worked with staff to understand how things went wrong and involved them in finding solutions.

The service demonstrated exceptional leadership that fostered a strong culture of continuous learning and improvement. Leaders actively listened to staff and responded positively when staff sought further in‑house training tailored to the needs of the people they supported. They built this training into the service’s development programme, showing a clear commitment to empowering staff and enhancing the quality of care. Mandatory e‑learning remained in place, and leaders implemented a well‑structured induction programme that ensured new staff received consistent, high‑quality training and gained a thorough understanding of the people they would be supporting. This proactive and inclusive approach reflected a leadership team that consistently promoted excellence, strengthened workforce capability and championed a shared vision for high‑quality, person‑centred care.