Rosebank Care 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 management and leadership was consistent. Leaders and the culture they created supported the delivery of 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 who was also the registered manager demonstrated an understanding of their responsibilities under duty of candour. Discussions held with staff showed they had shared values, beliefs and goals.Staff spoke positively about working at Rosebank and described a positive culture. Staff comments included, “I love working here, we are like one big family” and “We work well as a team, and all want the very best for the residents here.”

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. For example, people, family members and staff provided positive feedback about the leaders. People’s comments included, “They [managers] are all so nice, friendly and very helpful” and “They are the best.” Family members commented, “Well managed and well run” and “Fabulous managers.” Staff spoke positively about the management team telling us they were very approachable and supportive.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. For example, people, family members and staff described an open-door policy and told us they were confident about speaking up and felt they would be listened to.

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. For example, staff had access to the providers policy outlining their commitment to equality, diversity, and inclusionin the workplace. Staff told us they were treated fairly and felt valued and respected by managers. Staff spoke positively about the personal support they had received from managers when they were faced with personal challenges.

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. For example, the provider/registered manager understood their responsibility for notifying the CQC and other agencies of events which occurred at the home. A range of systems and processes were in place to assess, monitor and improve the quality and safety of the service. However, following recent events, the provider/registered manager recognised some systems had not been effective in identifying individual staffing concerns. The provider/registered manager confirmed they had strengthened the systems making them more effective. Following a review of the newly implemented systems we were assured by them.

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/registered manager was a key member at the local provider forums where they were learnt from others and shared best practice with other registered managers and providers. People’s care plans evidenced staff worked in partnership with other agencies.

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. For example, the provider/registered manager sought the views and opinions of people, family members and staff through regular meetings and surveys to obtain their. Minutes of resident meetings showed improvements were made based on people’s feedback including changes to the menu and activities programme. Each month the provider/registered manager reviewed events including incidents and accidents which had occurred at the home. A report based on the review was produced and shared with staff outlining any future learning and improvements.