Rosevilla Residential 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

There was an inclusive and positive culture at the home. The provider had clearly worked hard since the last inspection to ensure they were providing person centered, sustainable and safe care. Governance systems were robust and effective to ensure any risks were explored and action plans were completed and used effectively to improve 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 registered manager and provider, described the home as a ‘home from home’ our conversations with the staff reflected this was an ethos which was well shared and communicated across the staff team.

There were process in place to gather regular feedback from staff. All staff were required to complete an induction before they started work.

All of the staff we spoke with said they liked the registered manager and the provider. One staff member said “[Registered managers name] is really good, she is very approachable.” another member of staff said “Yes I do like the manager and the owner. Yes they are responsive when concerns are raised. Yes I feel valued and appreciated” We spoke to the registered manager who understood their role and responsibilities and had informed CQC of all notifiable incidents. The registered manager and the provider understood what was expected of them under duty of candour which is their responsibility to be open and honest when things go wrong.

There was a process in place to collect and collate staff feedback. Any issues brought to the registered managers attention were dealt with.

Staff we spoke with said they had no concerns about speaking up if they needed to. All staff knew about the whistleblowing procedure and said they would follow it if needed. One staff member provided an example of raising a safeguarding concern and was happy with the way it was dealt with and the outcome. The staff member told us managers were approachable, listened and acted upon any concerns raised. All staff said staff meetings were held regularly and staff were given the opportunity to put forward their views and opinions.

There was a whistleblowing policy in place which was communicated to staff via team meetings. The registered manager also told us they had an ‘Open door policy’ therefore staff could speak with them anytime to raise any concerns.

All the staff told us they felt well respected. The manager and provider had supported staff through sensitive times and had worked hard to ensure the home remained a happy and inclusive environment. Staff had received additional support around learning if this was something they required.

There was an equity and diversity policy in place.

The registered manager talked us through the governance process and explained the new system of ensuring audits were completed on time and action plans were assigned to correct person. The staff we spoke with said they felt the home was well-led and the registered manager understood what was expected of them.

Governance processes were now well established in the home. Processes were in place to ensure people’s voices and opinions were heard. For example, questionnaires were used to gain the feedback from both people and their relatives. Meetings were held for people and their relatives. In addition, the registered manager had an open-door policy meaning people were able to provide feedback at any time. This meant people had a genuine say in the running of the home. For example, an action plan was put into place following questionnaires and meetings to put suggestions into action, such as, suggestions for a new activity or a new idea for the menu.

People enjoyed getting visits from family and friends. People could visit their family member whenever they wanted.

Some staff lived locally and fed back they felt the home was a part of the community.

The local authority commissioning team commented positively regarding partnership working with the home.

Meetings were held for people and their relatives. This enabled people to have their say in how they thought the home was being run.

Staff we spoke with told us they liked the training, and it was good quality and they felt they were encouraged to continuously learn in their role. One staff member said, “When we are due any training it is discussed with us during supervisions."

Infection Prevention Control audits showed areas identified for improvement and actions taken or in progress for improvements. Improvements were made where required. Accident and incident records showed learning had taken place and actions were taken to mitigate further risk to people. Action was taken to improve the areas identified during the last inspection such as medication management with regards to the use of thickener for a person, covert medication for 2 people and time specific medication for a person. There was also better risk assessments in place for people and more staff on duty to support people's needs. Records viewed now contained a high level of detail.