Rosegarland Residential 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 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 71 (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 service had a Statement of Purpose which clearly outlined the values of the service. Conversations with the provider, registered manager and staff confirmed they upheld the values of the service and were passionate about delivering high quality personalised care and support.

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.

There had been a consistent registered manager in place at Rosegarland. Most people, relatives and staff spoke highly of their skills. Comments included, “The [registered] manager goes above and beyond. They genuinely care.” However, the registered manager had reduced their working hours in 2024 and was due to leave the service imminently. We spoke with the nominated individual about their plans to ensure Rosegarland continued to be well managed. They told us a new manager with the appropriate skills and knowledge had been appointed and would be in place to receive a short handover from the registered manager. The provider said they would be visiting the service more frequently to ensure there was a safe management transition. Staff told us there had been an impact on team morale and strong support since the registered manager had reduced their working hours.

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

The provider had a Whistleblowing Policy in place. Staff understood this and confirmed they would know how to raise concerns should they need to.

The provider valued diversity in their workforce. Staff were treated fairly and equitably in work and during the application and selection process.

Staff received training in equality, diversity and inclusion. There was evidence of regular staff meetings. Staff told us examples where they had been supported by the provider, including reasonable adjustments to their working patterns and arrangements.

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.

Systems and processes were in place to assess, monitor, and improve the quality and safety of the service. Following a reduction in the registered manager's working hours the provider had taken steps to provide additional support to ensure all audits and management duties were completed but this had not always been effective.

Whilst key areas had continued to be monitored, and we found no impact on people’s safety, the frequency of audits had not always been maintained. Staff told us they were able to approach the registered manager but some staff supervision and appraisal meetings were late. Improvements were required to medicines audits to ensure records were more detailed when individual medication administration records were reviewed. We were assured plans were in place to address these areas promptly.

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 in collaboration with other agencies, including health and social care professionals and local schools. The registered manager worked closely with a local college to support students on placements at 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 their focus on learning and development. Plans were in place to transfer paper records to a digital system. The provider told us they anticipated this would support the continuing improvements at the service. The team had recently enrolled in a local health led initiative to support people’s nutrition and health. This involved working closely with other professionals in menu planning and developing fortified options for people who were at risk of losing weight. We spoke with the cook who spoke passionately about this improvement and records showed a positive impact on people’s health and well-being.