Rosebank Lodge

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 provider had made improvements and no longer in breach of regulation relating to good governance. The rating has changed to good. This meant the service was now 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 were supported by managers to deliver consistently safe, person-centred, and inclusive care and support to people in line with the provider’s vision and values for the service. Systems and processes had been designed in line with this vision and focused on people and meeting their individual needs. Managers used audits and checks, individual and group meetings to make sure staff understood how the service’s values should be achieved through their working practices. A member of staff said to us, “This is a much better place to work now we have an experienced management team in post who are permanent. The place is calmer and more relaxed. We have a good team spirit developing here between the staff and the managers which wasn’t always there before.”

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.

The provider had made improvements since our last inspection and now had a permanent management team in place who were suitably skilled, knowledgeable and experienced. This included a new service manager who has applied to be registered with the CQC and deputy manager who were both in day-to-day charge of the care home. In addition, a new head of area manager had been appointed to oversee the services overall management.

This new management team understood the context in which the service delivered care and support and embodied the culture and values of their workforce and the provider. They were experienced and undertook continuous learning and development to maintain their skills and knowledge. They also had a good understanding of the needs of people using the service and how these should be met through the provision of safe, person-centred care. People’s relatives and staff working at the care home were all positive about the leadership approach of this relatively new management team which they consistently described as professional and supportive. A relative told us, “I am very happy with the new managers we now have here. High management turnover has been a major issue for the home in recent years. This new lot seem very approachable, experienced and professional and clearly know what they are doing. The new home manager and deputy have been here most of the year now and fingers crossed they stay.” Another relative added, “So far, the new managers are doing a good job and have make visible improvements to the care home. They are accessible, approachable, and seem better than most of the previous managers.” A member of staff also remarked, “All this home really needed was an experienced and stable management team to run it. We have that now, so let’s hope they stay longer than the previous lot who were constantly changing.”

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

The service had an open and transparent culture. People’s feedback indicated they had no concerns or fear about speaking up if they needed to. People were provided with information about how they could report concerns and how these would be dealt with by the provider. A relative told us, “I do feel able to speak up if I’m concerned about anything. The managers and staff do listen to what I have to tell them about what my [family member] needs. Communication is good and I feel involved in helping staff look after my [family member] and keeping them safe.” Managers told us they explained the complaints process before people moved into the care home. Staff were supported to speak up if they had any concerns. The provider used a range of methods to gather people’s views about the care home including, regular telephone contact, care plans review meetings and satisfaction surveys. Staff were encouraged and supported to speak up if they had any concerns.

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.

Staff were valued and treated equally and fairly. They said the new managers were supportive and reported feeling respected, valued, and listened to. Staff received the same opportunities to learn and progress in their roles. Staff were provided support through relevant training and supervision to inform their knowledge and understanding of equality, inclusivity, and fairness in the workplace.

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.

Improvements had been made to the way the provider operated their governance systems which meant they were no longer in breach of regulations. The new managers were conducting more regularly audits and reviews in relation to the quality and safety of the service people received and operate their established governance systems more effectively. For example, they had addressed all the issues we had identified at their last assessment, and no new concerns were found at this assessment. They operated centralised electronic systems to record and review key data and were able to identify any themes and trends developing. The provider’s quality and governance team ensured appropriate action was taken to learn from any events or incidents that occurred. In addition, the provider had recently used an external auditor to conduct an independent review of the service in a mock ‘CQC’ inspection style. The review identified no major concerns and awarded the service a positive rating.

Managers understood and demonstrated compliance with regulatory requirements. They also understood their responsibility to provide honest information, suitable support and to apply duty of candour where appropriate.

We saw the service's previous CQC inspection report was displayed in the care home and easy to access on the provider's website. The display of the ratings is a legal requirement, to inform people, those seeking information about the service and visitors of our judgments.

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.

Managers and staff worked closely with relevant external health and social care professionals and bodies and regularly shared information and learning with these partners. They followed guidance and recommendations they received from these professionals to support staff learning and improve the safety and quality of the service they provided. A manager told us, “We have excellent working relationships with our external partners and work closely together to provide the best care we can for everyone who lives at Rosebank Lodge.”

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

The provider had acted to improve the service since our last inspection. Managers had addressed the areas of concern found and improved the safety and quality of the service. For example, changes made included the reintroduction of a new sensory room and more opportunities for people to engage in meaningful and fulfilling social activities that reflected poles interests both within the care home and the wide community. This now meant the atmosphere in the care home was more relaxed and calmer than it had previously been at our last assessment in December 2024. Having a more stable and experienced management team in place the care home had a more proactive culture of continuous learning and improvement. Audits and checks the provider conducted were routinely analysed to identify performance shortfalls and learn lessons. When lessons needed to be learned, the provider developed action plans which set out clearly what, how and when they needed to take steps to improve the service they provided people. Staff confirmed information about any lessons learnt and action plans developed as a result were always shared with them during individual and group supervision meetings with their line managers. A member of staff told us, “The new managers are great and have certainly turned the service around. We’re all working together to move Rosebank Lodge in the right direction.”