Rotherview

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 requires improvement. At this assessment the rating has improved to 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 68 (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. Leaders involved people, relatives and staff in the service so that everyone had the opportunity to comment and be involved in the development of the service. Staff meetings took place and gave staff an opportunity to share ideas and suggestions.

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 visible and approachable, and people using the service, their relatives, and staff all felt able to contact them and that their views were valued. The management team were present and available in the service. They understood the importance of leading from the front. They encouraged staff to be open and honest. Staff told us they well supported by the management team and included in decision making about the service.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff felt listened to and said that they were happy to raise concerns at any time. The provider had a whistleblowing policy. Staff supervisions also took place regularly where staff said that they could raise their concerns. Staff stated that when they had raised a concern with the registered manager they had been listened to, and action had been taken. One staff said, “I have supervisions every month and an annual appraisal and I do feel supported.”

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. There was an inclusive and fair culture with equality and equity for staff.

All staff were positive about working at Rotherview and said they were treated with respect. One staff said, “I love my job, it is so rewarding and gives people a good life and opportunities we might take for granted. I think people are so well cared for, they never go without and are always put first.” A relative said, “My relative has a good life."

The provider did not have consistent systems of accountability or effective governance arrangements in place. Although service audits had been carried out, they did not always result,

in change. For example, concerns regarding finances identified shortfalls in the providers policy. The provider agreed to review and strengthen their finance policy. The provider did not have any policies on legionella or asbestos which were needed. The absence of a policy had not been identified by the provider, indicating a lack of oversight and governance in this area.

The provider worked in partnership with others to help ensure people received joined-up care that met their needs. They shared information and learning with health and social care professionals and collaborated to support continuous improvement.

Staff and the management team were open and transparent, and they collaborated with all relevant external stakeholders and agencies. The service worked in partnership with health and social care professionals to achieve good outcomes for people. Records demonstrated collaboration with external professionals and families, whilst keeping the person at the centre of their care and support. The provider was proactive in building relationships with other organisations and into the local community to improve outcomes for people. They had utilised links with the local authority and embraced any advice or guidance to drive change.

The provider had not consistently demonstrated a commitment to continuous learning, innovation, and improvement across the organisation or within the local system. There was no evidence that trends or themes had been reviewed, which meant opportunities for learning and service improvement may have been missed.

However, the provider had engaged with external agencies and the local authority to strengthen learning and improvement. They had worked collaboratively with the local authority, which had identified similar concerns regarding governance systems, to make these more effective. Recent changes in management and oversight had led to adjustments within the service. A new manager had recently been registered and was supported by a deputy manager. Together, they had a clear vision for driving improvements, which now needed to be strengthened and embedded into practice. The provider was committed to learning lessons, recording them, and ensuring reflective learning was applied going forward.