Rosemil 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. This is the first assessment for this newly registered service. This key question has been rated 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 registered manager was described as passionate and committed to high standards. The provider demonstrated a clear vision and culture based on transparency, inclusion, and high standards of care.

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 showed strong leadership by working alongside care staff in uniform, following the same standards, which staff said built trust and openness and showing commitment to understanding frontline challenges and supporting staff wellbeing.

[The registered manager] told us, “I have an open-door relationship with the care workers. They can ring me anytime. My phone is always on. They can ring 24/7. I do like to go out and do calls very regularly.”

Professionals praised [the registered manager’s] leadership during complex safeguarding cases.

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

A freedom to speak up policy was in place and staff felt able to speak up confidentiality and that their feedback would be listened to. Staff confirmed they that are able to share feedback and felt listened to. Staff told us, “Yes, I am encouraged to share feedback through meetings, supervisions, and messages. It feels good to know that staff opinions are valued.”

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.

Policies and procedures were in place to ensure staff worked in an environment that was free from discrimination. The registered manager welcomed diversity in their workforce and provided support to their staff team. The provider promoted an inclusive and fair culture by embedding equality and diversity into everyday practice.

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 implemented monthly incident reviews, spot checks, and supervision meetings to monitor quality. Staff told us, “Managers carry out spot checks, supervision meetings, and regular reviews. They also look at care notes and speak with service users to ensure everything is being done to a high standard.”

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 worked collaboratively with local authorities and health professionals to support service development. The registered manager welcomed feedback from partner agencies, health professionals, staff, people, and their relatives, using this input to inform and improve the service.

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.

The provider demonstrated a commitment to continuous learning and improvement and had a quality improvement plan was in place.

Care workers had access to specialist training, including training on percutaneous endoscopic gastrostomy (PEG), which supported them to provide dignified care and manage symptoms effectively. Some bespoke training was delivered in people’s homes to ensure staff were fully prepared to meet individual needs.

Innovation was evident in the provider’s approach to communication and service development and these methods were shared with commissioners and partner agencies to improve outcomes. This proactive engagement showed the provider’s focus on delivering flexible, person-centred care and driving continuous improvement across the service.