Rosedale Court

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 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 service 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 management team had on ongoing action plan they were working through to drive improvements. The regional operations director told us had worked hard to drive these improvements and recognised the commitment, and effort staff had shown in supporting the positive progress at the service.
There was a culture of support being provided to staff working at the service. The registered manager was actively supported by the regional operations director, director of care and clinical deputy manager. The management team had clear values and were aware of the direction they wanted to take. Leaders had developed a listening culture where staff felt they were available for them to talk to.
 

The service 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 regional operations director supported the registered manager with monthly provider monitoring visits and created an action plan following each visit which the registered manager worked through.
The Regional Operations Director told us the home had experienced many changes over the years but felt it now had the strongest team in place. They said all key areas were well covered and described the staff team as stable, skilled and supportive. They were particularly proud of how far the service had come and highlighted the strong support provided by the provider in helping to drive and sustain improvements.
Feedback from people and relatives reflected the positive leadership culture within the service. Relatives consistently described the registered manager as visible, approachable and supportive. A relative told us, “The manager is always out and about and visible within the service and operated an open door policy.”
 

The service fostered a positive culture where people felt they could speak up and their voice would be heard. The registered manager had a policy and processes for staff to follow on whistleblowing and encouraged staff to speak up during meetings. Detailed action plans were completed to evidence how issues raised would be addressed, target completion dates and whether actions had been completed or remained outstanding. The registered manager held regular residents and relative meetings for people to share their thoughts about how the service ran and if they had any concerns or suggestions. A staff survey had been sent out for staff to complete and give their feedback. The management collated the results to analyse for any themes or trends. The survey results were discussed during staff meetings. In addition, the service had a suggestions box located in the hallway, which was regularly used by people, visitors and staff to provide feedback and share ideas for improvement.

The service valued diversity in their workforce. The provider worked towards an inclusive and fair culture by improving equality and equity for people who worked for them. There was a policy in place to protect staff from harassment and bullying and a focus on protected characteristics under the Equality Act. The registered manager had developed an inclusive workforce and recognised the value of diversity amongst the team.

The service 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. Improvements had been made since our last inspection, and the service was no longer in breach of regulations. The management team had established a range of audits which provided them with good oversight of the service. The audits were detailed and thorough, enabling managers to effectively monitor the quality of care, identify areas requiring improvement and track progress against actions in a timely manner.

The registered manager had given staff a clear direction of their vision for the service. Staff understood their role and contribution in sustaining improvements.

The registered manager understood their responsibility under duty of candour to be open and honest when things went wrong and investigate these. Notifications were raised promptly to the appropriate authorities when required these included the CQC and local authority safeguarding team.
 

The service understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners and collaborated to drive improvement.
We received positive feedback from healthcare professionals about the service's engagement and communication. Managers had worked closely and transparently with the local authority quality improvement team to address identified actions and make improvements at the service. The Operations Director told us one of the service’s biggest achievements had been attaining a ‘Good’ outcome in their recent Provider Assessment and Market Management Solution
[PAMMS] assessment. They said this reflected the hard work undertaken by the management team and staff and highlighted the positive partnership they had developed with the local authority, which had supported the service in making and sustaining improvements.
The service also demonstrated how they worked in partnership with the local authority and wider community to improve outcomes for people using the service. They successfully secured funding from local councillors to create direct access from the service's garden to a neighbouring council-owned park. This had improved opportunities for people to access outdoor and community spaces, particularly older people and those living with physical disabilities or reduced mobility who may have found alternative routes difficult to access safely.
A health professional told us, “Over the years the management has understandably changed at the service, and I find the current registered manager exceptional, very helpful and always has time to speak to me.” Another health professional told us, " We have a very positive relationship with [Registered manager] and [Regional operations director] and have seen ongoing and continuous improvements for adults living at Rosedale. We have seen that [Registered manager] and their team strive to continually improve the quality of care and support adults living at Rosedale receive and this is great to see."
 

The service focused on continuous learning, innovation and improvement across the organisation and wider system. They encouraged creative approaches to promote equality of experience, outcomes and quality of life for people.
They actively contributed to safe, effective practice and research. There was a learning culture at the service, with learning shared from incidents, accidents, safeguarding concerns and complaints to inform and improve ongoing care. The service had learned lessons from the previous inspection and taken action to drive improvements and enhance outcomes.
The management team actively supported staff with learning and innovative ways of working at the service. Staff were encouraged to develop their skills and were supported to attend training courses to obtain nationally recognised qualifications. A member of staff told us, “The service has supported my career development and given me opportunities to progress. I have completed further qualifications while working here and have been encouraged to take on new responsibilities and develop my skills.”
The service had established champion roles in areas including infection prevention and control (IPC) and end of life care. Staff were supported to develop their expertise in these areas through additional training and learning opportunities, helping to promote good practice across the service.
The service had also developed links with local education providers and had become a placement setting for nursing students, enabling future healthcare professionals to gain practical experience within the service. This demonstrated the provider's commitment to supporting learning, developing the workforce and promoting best practice across the wider health and social care sector.