The Roses

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

People confirmed their needs were met by staff in partnership with relevant health and social care professionals. Staff and leaders demonstrated a positive, compassionate, listening culture that promoted trust and understanding between them, and people using the service and were focused on learning and improvement. Staff confirmed the registered manager was visible and led by example. Staff felt confident about their leadership to ensure the overall running of the service. There were clear and effective governance, management and accountability arrangements in place and staff understood their role and responsibilities.

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 and leaders demonstrated a positive, compassionate, listening culture which promoted trust and understanding between them, and people using the service and were focused on learning and improvement.

Staff at all levels understood equality, diversity, and human rights, and they prioritised safe, high-quality, compassionate care. Staff had received training on equality, diversity, and human rights to further ensure a positive, person-centred culture within the home.

Staff confirmed the registered manager was visible and led by example. Staff felt confident about their leadership to ensure the overall running of the service. The registered manager felt well supported by the provider.

Leadership was sustained through safe, effective, and inclusive recruitment and succession planning. The provider was alert to any examples of a poor culture which may impact on the safety and quality of people’s care and support. For example, staff investigations were conducted robustly, in a timely manner, with actions taken to mitigate future risks. Where indicated, relevant organisations were informed/notified, including the disclosure and barring service (DBS).

Staff confirmed they were able to actively raise concerns and were supported, without fear of detriment.

There was a clear whistleblowing policy in place which the provider adhered to.

Staff felt empowered and were confident their concerns and ideas resulted in positive change to shape The Roses and create a more equitable and inclusive organisation. Comments included, “Responsive management team who are supportive, I have regular supervisions. There is a happier atmosphere since the new provider took over.”

Staff were kept up to date with things affecting the overall service via team meetings and conversations on an on-going basis. Additional meetings took place on a regular basis as part of the service’s handover system to ensure consistency of care and support.

Staff spoke positively about communication and how the registered manager worked well with them, encouraged team working and an open person-centred culture. The provider implemented relevant quality frameworks, recognised standards, and best practice to improve equity in experience and outcomes for people living at The Roses and tackle known inequalities.

There were clear and effective governance, management and accountability arrangements in place and staff understood their role and responsibilities. Systems were in place to monitor the quality and safety of the service. Audits were completed on a regular basis as part of monitoring the service provided. This enabled any trends to be spotted to ensure the service was meeting the requirements and needs of people being supported. Where actions were needed, these had been followed up. For example, care plans and risk assessments updated and involvement of relevant health and social care professionals.

People confirmed their needs were met by staff in partnership with relevant health and social care professionals.

The service was open, honest, and transparent with people when things went wrong. The management team recognised their responsibilities under the duty of candour requirements and followed the service’s policies.

Health and social care professionals confirmed the service was open, transparent and worked in partnership with them to support care provision, service development and joined up health and social care.

The service had notified CQC in full about any significant events at the service. We use this information to monitor the service and ensure they respond appropriately to keep people safe.

Staff had a good understanding of how to make improvements happen by measuring outcomes and impact. For example, the service had implemented an ‘impact folder’ to demonstrate compliance with the Single Assessment Framework (SAF) quality statements and Health and Social Care Act regulations. Staff were encouraged to speak up with ideas for improvement and innovation.

The provider actively listened to and engaged with staff through regular meetings and supervisions. The service had strong external relationships that supported improvement and innovation to embed evidence-based practice in the service.