Rose Tree House

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 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 that promoted openness and collaboration. The values of the organisation were understood by staff and reflected in day-to-day practice.

Staff described a positive culture. Equality and diversity were promoted through initiatives such as cultural celebrations and inclusion awards.

A staff member said, “We all are comfortable enough to raise any concerns if needed and can be sure that our manager will do her best to help us."

The provider had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support. They embodied the culture and values of their workforce and organisation. Leaders were visible and approachable and had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.

Staff, people and relatives consistently praised the registered manager’s supportive approach. Leaders demonstrated commitment to improvement and shared learning through team meetings and management forums.

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

There was an open-door policy and staff felt confident raising concerns. Staff were aware of whistleblowing and safeguarding policies and told us they could speak up without fear. One staff member said, “I feel comfortable approaching the registered manager if I have any concerns."

The provider valued diversity in their workforce and had won awards. They worked towards an inclusive and fair culture by improving equality and equity for people who worked for them.

Staff told us they were treated fairly and supported with flexible working where possible. One staff member said, “The home is amazing and the care provided is up to great standards.”

Initiatives included cultural celebrations such as Eid and Diwali. Staff spoke about feeling valued. One staff member said, “It is nice to know staff are recognised for the good work they do too, not just the mistakes they make."

Governance systems were in place, including audits and action plans, but these were not always effective in ensuring timely and sustained improvement. For example, issues with PRN protocols, topical cream applications and body maps had been identified repeatedly in audits without timely resolution. Some concerns were also identified during the inspection in relation to information on nutritional needs being out of date and medicine storage risks were also noted.
Leaders demonstrated knowledge of regulatory requirements and made improvements during the inspection, but oversight of medicines management required strengthening to ensure consistency and sustainability.

Staff understood their roles and responsibilities and described management as responsive. One staff member said, “If something needs doing, (registered manager) will sort it."

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 staff worked well with external professionals and engaged with the local community. Staff described strong links with GP’s, community matrons and other visiting professionals. One staff member said, “We have good communication with all healthcare professionals who visit.”

Staff supported people to maintain community links through coffee mornings and local initiatives.

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.

Lessons learned from incidents and complaints were shared in meetings, and audits informed action plans. Staff told us, “We have a lessons learnt log to share any learning and this includes sharing with other services so we can all improve.”

Leaders encouraged innovation, such as using voice controlled virtual assistant devices to support people with visual impairments to listen to books. They were also exploring partnerships with local organisations for activities.