Rosemont Care Limited t/a Rosemont 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 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.

The registered manager operated an open-door policy, enabling people, their relatives, and staff to raise concerns or discuss matters at any time. Staff confirmed that the registered manager was approachable, supportive, and easy to talk to when issues arose.

Staff were supported by the management team and understood their roles in delivering safe, effective, and person-centred care. The service promoted a culture of openness, transparency, and accountability.

The registered manager understood their legal responsibilities, including the duty of candour, and responded appropriately when things went wrong. Notifications were submitted to the CQC in a timely and accurate manner, in line with regulatory requirements.

The provider had inclusive leaders at all levels who understood the context in which they delivered care.

The registered manager had developed positive and professional relationships with staff, people using the service and their relatives.

Staff felt valued and reported being happy working at the service.

Relatives were kept informed about changes in their relative’s health and well-being and felt involved in their loved one’s care.

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

The service had a whistleblowing policy which gave guidance to staff about who they could speak to should they have any concerns.

Staff were encouraged to raise concerns about safety, quality of care, professional practice, or workplace culture.

People and their relatives felt confident speaking with a member of the management team or the staff who visited them.

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 was committed to promoting equality, diversity and inclusion across the workforce. They recognised that a diverse and inclusive team strengthens the quality of care provided and reflected the communities they served.

Recruitment and selection processes were fair, transparent and based on merit. They actively promoted equal opportunities and ensured that no staff was treated less favourably on the grounds of protected characteristics.

Staff received training in equality, diversity and inclusion to promote awareness, cultural competence and respectful practice. They were encouraged to speak openly, raise concerns, and contribute ideas that support inclusive practice and continuous improvement.

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.

The provider had effective quality assurance systems in place to monitor performance and drive improvements.

The management team carried out regular audits, including care plan reviews, medicines administration checks and health and safety audits, to ensure the service was operating safely and effectively.

Systems were in place to monitor care visits and ensure they were delivered as planned. Dedicated office staff managed visits schedule to help ensure staff attended at the agreed times and provided care to the required standard.

The registered manager identified areas for improvement and discussed these in team meetings. Important information was shared with staff to support a professional approach and maintain good standards of care.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people.

The management team worked closely with other professionals to continuously improve the care and support provided to people. They recognised the importance of developing and maintaining strong, ongoing professional relationships with individual practitioners to ensure collaborative and effective service delivery.

The registered manager remained up to date with best practice in health and social care. They attended various meetings to stay informed about sector developments and regulatory expectations.

The service also actively engaged with the local community, encouraging feedback and involvement to help shape and enhance the quality of care provided.

The provider focused on continuous learning, innovation and improvement across the organisation and local system.

The provider had effective systems in place to monitor the quality and safety of care. A range of audit and monitoring tools were used to review performance.

The provider sought people’s views through satisfaction surveys, phone calls and home visits. Information gathered was reviewed and used by the registered manager to identify and implement improvements where needed.

The management team also carried out regular unannounced spot checks on staff to ensure care was delivered safely and in line with expectations. Any actions arising from these checks were discussed with staff and followed up appropriately.