Roselands Residential Home

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• 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 7 quality statements in the well-led key question. The assessment of these areas indicated areas of good practice and improvements since the last inspection, our rating for the key question has changed to good. Improvements had been made to the documentation of care plans and mental capacity assessments were now decision specific. For example, there were robust processes for auditing and oversite of all aspects of the home and care delivery. Furthermore, documents were stored appropriately and were accessible to those that needed to access them. Staff had a good understanding of their roles, responsibilities and understood their accountability. All staff spoken to gave positive feedback of their team relationships, the team leadership and told us they felt the management team were approachable. People and staff felt empowered to speak up and were confident their voices would be heard. The provider worked with other external bodies to share learning and help improve the quality of people’s experiences.

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.

Staff were knowledgeable about improvements being made within the home. One member of staff told us, “They tell us about what improvements are being made, the registered manager tells us how to improve our skills”. The registered manager and staff shared the same direction and culture and worked well together to implement changes. The registered manager told us of their plans for new facilities and ways of working that they were implementing into the home.

There was an improvement plan in place that was accessible for people and staff. Work was being done around the culture and direction of the home. For example, regular meetings to obtain feedback and sharing information with people, staff and relevant stakeholders. The values and ethos of the service were displayed around the home for staff and people.

Staff told us that the management team were approachable, competent and confident in their role. They gave examples of how the managers supported them when needed and were available for support and guidance. The registered manager gave examples of how they support staff both professionally and personally. One staff member told us, “The management team are very supportive to all of us. Anything we need to know, they are a good spirit for us. Learnt a lot from them.”

The registered manger told us how they kept up to date with best practice within the sector. This learning was shared with the team through regular meetings. There were systems in place to get feedback from staff such as surveys and meetings. The registered manager was supported by a team of regional managers. There were systems in place for managers to share learning and oversight of the day to day running of the home.

Staff told us they were confident to raise any concerns they had and knew the procedures to do this. They told us they felt confident to support people and relatives to do the same. A staff member told us they would raise concerns with the management or governing bodies. The registered manager told us that she encouraged staff to be open and honest and raise concerns.

There were policies and procedures in place that guided people and staff on how to raise concerns. This included whistle blowing, safeguarding and Duty of Candour. Information of how to do this was displayed around the service. Staff meetings were held regularly, and staff were encouraged to discuss any concerns or issues openly.

Staff told us they were treated well, and their equality and diversity respected. A staff member told us, “We work as a team, even the night duty, if they need our help we support, and they always support us. We work here as a family, especially the residents like my family.”

The provider had processes and policies in place to support staff with additional needs. The provider had policies and processes in place to protect and promote the rights of the whole staff team and valued a diverse workforce. They aimed to continually improve working conditions for their employees and ensure discrimination and inequality was not tolerated.

Managers explained to us the improvements that had made since the previous inspection, including developing and implementing new systems of governance and quality monitoring.For example audits were now in place for care plans to ensure the information contained in them was relevant and up to date. Staff also told us they had made improvements to the service based on their own quality monitoring, information from others and researching best practice.

There was a clear understanding of statutory regulatory requirements. There was a system of governance in house and across area management team. People using the service and other stakeholders were able to share their views on the service through meetings, surveys and informal information sharing. Records were clear and well maintained. Policy and procedure documentation was relevant, up to date and accessible.

People told us they were able to access the local community on the homes minibus and enjoyed getting out on trips and visiting the local town. One person said, "The manager is very friendly, and she will always pop in so I would talk to her. I have been out to the surgery to have my ears syringed and have been to the dentist twice. The handyman takes me, he is very good.”

Staff supported people to attend appointments in the community. The home held events for the residents, relatives and local village such as a reggae BBQ party. People from the church visited the home to see people.

Community professionals told us the home, worked well in partnership with them. One professional fed back that improvements had been made to the way mental capacity assessments were documented, and staff had a good understanding of DoLS. Another professional told us, “I find Roselands to be a very caring organisation."

Community services were brought in to see people who were unable to attend appointments. Staff and the manager communicated and made referrals when appropriate. People were supported to access the local community if they wished to.

Staff felt they were involved in the running and improvement of the home and, they told us they could share information and their opinion was valued. Staff told us they were involved in and updated about the changes and improvements being made. The registered manager told us how she challenged staff in new ways of learning to test their knowledge and drive improvement.

There was clear evidence of ongoing learning and improvement, and the home was proactive in creating further opportunities and facilities to help improve people's quality of life. For example, staff had been set a task making a care plan for specific people living in the home. They asked questions about this person and their knowledge was tested on how well they knew them. This ensured that staff knew people well and could provide person centred care. The home was continually trying to implement improvements, for example there was an environmental sustainability plan displayed and goals that the home was trying to achieve such as collection of used cooking oils, reduced food waste and mixed recycling bins on site.