Rose Meadow

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

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 changed 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 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.

Staff told us there was a culture of engagement and one staff member spoke about the team values and gave the acronym “CHOICE” which stood for the organisation’s values of caring, honest, one team, innovative, courageous and equal.

We observed practice and reviewed documentation which evidenced the culture at Rose Meadows ensured each individual person was at the centre of their support when decisions about their lives were being made.

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 openness and honesty.

We spoke with members of staff and the management team who talked passionately about their role, wanting to make a difference in people’s lives and demonstrating the culture and values of the service and we observed this in practice. Staff we spoke with supported that the registered manager had the skills, knowledge and capability to lead the team.

The registered manager spoke about the support she received and the network of support from other areas of the organisation. Throughout the assessment the registered manager and staff team were honest and open to feedback.

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

People were seen to be able to openly communicate with staff and management and had positive relationships with people. Relatives knew how to raise a concern, and staff told us they felt confident speaking with management about any concerns.

There was a current policy and procedure to support staff to speak up and staff told us they felt able and had opportunity to discuss concerns. One staff member told us, “I feel able to raise any concerns, either at my supervisions or directly to either a team leader, deputy manager or manager. Although I have not had any concerns, I do feel that I would be listened to. I also feel that I would receive a considered response because all senior staff appear proactive and willing to help solve any issues.”

People feeling able to speak openly about concerns and issues meant issues could be identified and addressed quickly.

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 provider had an appropriate policy in place and staff received training on equality, diversity and inclusion to raise awareness and promote an inclusive culture in the home.

No one raised any concerns regarding workforce equality, diversity and inclusion during the course of the assessment.

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 model of care used at the home was in line with current best practice guidance right support, right care, right culture. People had appropriate accommodation, staff support and lived with people who were compatible, so they did not have to change their lives to suit others and were enabled them to live the life they chose.

The provider had defined roles and responsibilities, and staff were clear about this. The registered manager and leadership team understood their responsibilities in assuring good quality care and the governance processes used to support this which included having oversight of the digital platform used for recording people’s personal data and records.

These ways of working supported with the good governance of the service and people receiving good quality care and support.

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.

We saw examples of engagement with other professionals to ensure people received holistic care that met all their health and wellbeing needs. Management and the staff knew what stakeholders were available to the service and how to access support. Leaders worked with people, their representatives and staff to build a culture that focused on enabling people to enjoy their lives.

We saw the provider engaged others so people could thrive, have new experiences and live the life they choose, for example, accessing community resources like day services.

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.

The registered manager had taken on board quality concerns raised at another service they had provided management support at and worked on this at Rose Meadows to avoid a recurrence.

Staff felt able to contribute ideas on how to improve ways of working and people’s support and reported this was listened to and actioned. This was echoed by the registered manager who said about the staff, “They come up with solutions prior to problems developing.”

We spoke with the registered manager about continual learning, improvement and innovation. They said, “I asked to go on the development team [for IT systems] because I [positively] challenge ways of working and I want to be a champion on the IT system.” They also talked about working with colleagues in the wider organisation to support improvement including asking the quality team and area manager to carry out regular quality checks, as well as engagement in regional development support days. They told us, “All the registered managers were there, we are starting doing peer on peer audits [of each other’s services] for a fresh pair of eyes to check things.”