Rosekeys

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

We assessed all 7 quality statements relevant to health and social care providers in the well-led key question and found areas of good practice and concern. Though the assessment of these areas indicated areas of concern since the last inspection, our rating for the key question has changed to Requires Improvement. The home is going through a change process with new management in post who told us they wanted to instil a positive culture of openness, equality and inclusion at Rosekeys. Feedback from staff indicated they felt these changes were positive. Staff understood their role and responsibilities. Information had not been used effectively to monitor and improve the quality of care, equity in experience and outcomes for people. Improved processes were being implemented to provide clear and effective governance, management and accountability arrangements, but these improved processes had not been fully implemented at the time of our assessment.

This service scored 54 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The management team told us they aimed to foster a culture of openness, fairness and inclusion within the home. One of the management team told us about their goals for the service, “I believe in authentic communication, discuss any concerns, we will deal with it, no one will be criticised or penalised.” Staff feedback supported that this was the shared direction of the team.

The manager at the home had identified the need to implement changes to promote a culture of transparency, promote people’s rights, diversity and inclusion. The provider had a policy to guide staff in relation to Equality, Diversity and Inclusion and planned improvement action was underway to support this.

Staff felt that the current leadership team had the skills, knowledge and experience to lead the team and were open and honest in their approach. One staff member told us, “The manager/management team are exceptional leaders with extensive knowledge and skills in this field.”

The home has experienced a relatively high turnover of managers and the management team in post at the home at the time of assessment were very newly recruited. The provider had a current policy in place to guide the recruitment of staff required for leadership roles. The policy aim was to ensure that staff employed had the knowledge, displayed the behaviours and demonstrated the right values to carry out their role.

The management team told us they encouraged staff to speak with them openly about any concerns and staff confirmed that they felt confident and comfortable speaking with their manager. One staff member told us, “They [management team] are committed to supporting and safeguarding both staff and the people we support.”

The provider had an up to date “Raising Concerns and Whistleblowing Policy”, staff were aware of the policy and process. The policy signposted other relevant guidance including an easy-read version of how to raise a complaint to support staff to assist people to raise concerns. Staff completed training which supported their understanding of whistleblowing procedures.

Staff did not highlight any concerns and felt that the management team promoted a positive work environment for all staff. The manager told us, “We have a diverse team, there are opportunities for anybody, it’s about people as an individual.” The manager also provided examples of measures put in place to enable staff to attend religious services.

The provider had policy and procedure in place to support equality and equity for their workforce. We saw staff had been offered flexible working arrangements and that staff received support through 1:1 meetings with the management team. We also noted that the home had notices up to promote Pride month which is an event that celebrates the LGBTQ+ community.

The staff team told us they were all clear about their roles and responsibilities. The manager told us they had started to implement governance processes which included improved management of the reporting and oversight of incidents and accidents using an electronic system. These processes are new, some of the processes were still to be fully implemented, so this way of working was not embedded at the time of the assessment.

The provider had an overarching quality policy which sets out their aim to provide people with services which are compliant with legislative and regulatory requirements and which fully meet people’s requirements and expectations. The provider had processes in place to support good governance which should be used to manage and deliver good quality care and support. Processes had not been implemented effectively and had failed to identify and address issues for example: quality of care plans. The current management team had started the process of implementing new ways of working as well as effectively using current systems to support good governance at the home.

People did not highlight any concerns to us regarding this part of the quality statement.

The manager told us how they work collaboratively with partners adopting open communication. They did identify that there had been some difficulties with lines of communication with partners on occasion which senior management were also aware of and were keen to resolve.

Professionals told us the provider did not work in partnership with them or work collaboratively so that services work seamlessly for people. There were concerns regarding information shared with others within the organisation and that information shared was not felt to be accurate. One person told us, "Staff are mis-communicating with one another."

At the time of the assessment we were unable to identify robust records which evidenced effective partnership working and collaboration.

The entire leadership team spoke openly to the inspection team about their understanding of the improvements required at the home to ensure people received the quality of care and support they deserved. The deputy manager told us they were passionate about making the required improvements and wasn’t afraid to ask for help and look for guidance.

The manager had commenced the process of using an electronic system to review incidents and accidents with a view to implementing improved ways of working to support people to receive better care. The team had also implemented meetings for residents, staff and relatives to obtain feedback to guide improvements. At the time of the assessment these processes were new and not embedded ways of working. The home had an action plan in place to address issues identified at the last inspection and that had been identified by the Local Authority.