Rocklee Residential Home Limited

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 good. At this assessment the rating has changed to requires improvement. This meant the service management and leadership was inconsistent. Leaders and the culture they created did not always support the delivery of high-quality, person-centred care. The service was in breach of legal regulation in relation to governance at the service.

This service scored 57 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

Staff told us about the provider’s values and how they respected each person as an individual. However, we discussed the language recorded in care plans with the management team. Some of the language was not empowering to people and not reflective of people’s choices.

Care plans recorded people’s preferences and health conditions. However, some people’s care plans were very similar to other people’s and one person’s care plan contained infantilised language. It is important to use empowering language within care plans to reflect an inclusive culture where choice and respect are promoted.

Staff told us they believed in the registered manager’s ability to lead. One staff member told us, “The registered manager is very approachable, and I feel comfortable and confident in the fact that I can go to them for support. I think the registered manager provides excellent care and support to people as well as the staff team.” However, we discussed the importance of ensuring care plans and risk assessments reflected people’s current needs, keeping policies and procedures up to date and carrying out regular audits.

Policies and procedures were in place to guide staff. However, these were not always updated to promote best practice and reflect current legislation. The registered manager responded to our feedback by updating the identified policies

Staff told us they could speak up about any concerns. One staff member said, “I can speak freely, and I am always given the opportunity to do so. The registered manager regularly asks me if I have any concerns or if I need support or guidance.”

A whistle blowing policy was in place and was accessible to staff. There was information displayed on notice boards encouraging people and staff to speak up about any concerns.

Staff told us they were supported by the management team and were treated fairly. One staff member told us, “The registered manager is very approachable. When I experienced a personal issue, the registered manager was very caring and compassionate. The registered manager has helped me through and not just me, they are really supportive of all the staff.”

The provider promoted staff training and development. Records showed staff were encouraged to develop their skills and further their knowledge and experience.

Staff told us they understood their duties and responsibilities. One staff member told us about their responsibilities when updating care plans, another staff member told us their competencies were checked when administering medicines. One staff member said, “I think the registered manager and all of the staff provide safe and effective care.” However, conflicting information recorded in care plans and the lack of detail recorded in risk assessments meant staff were not always provided with clear steps to follow when supporting people. The registered manager told us they were using a new electronic recording system, which they were learning how to use effectively. All care plans and risk assessments were in the process of review.

Quality audits were taking place, we reviewed medicine and infection prevention control audits. Care plan audits were newly implemented, although these had not identified the discrepancies found during this assessment. Care plans were not monitored robustly to ensure they promoted an inclusive culture or to ensure they were individualised; many sections of the care plans were similar to other people’s care plans. Health and safety audits were taking place; however, these had not monitored the water temperatures. Emergency policies were not completed to inform staff how to switch off power and utilities in an emergency and emergency evacuation plans were not easily accessible for staff. The provider was not retaining records of past rotas; therefore, they could not demonstrate there were sufficient staff on duty to support people’s needs and choices. The registered manager responded to all areas of feedback and introduced new systems to monitor the support provided to people and updated / introduced policies to inform this process. We will review the success of these new systems in the next assessment.

People told us they were supported to access to health professionals as and when needed. People told us staff supported them to attend appointments when needed.

Staff told us about how they worked with different professionals. One staff member said, “We work closely with the pharmacy, they have been really helpful.” However, records did not always detail when and how partners were to be contacted following escalation of concerns.

Visiting professionals told us the provider worked with them to support the people living in the home. Although, some professionals told us the provider did not always act on their recommendations in a timely manner.

Records detailed partnership working with different health professionals. However, where recommendations were made by visiting professionals, such as staff attending a specific training course, the provider was not always quick to act and complete the action.

The registered manager shared their future plans, including the new renovations and home design. However, record keeping and retention required further development and improvement, such as ensuring care plans and risk assessments were reflective of people’s current needs, retaining staff rotas and keeping policies and procedures updated with best practice guidance.

The registered manager was receptive to our feedback. Actions were taken to act on each area. The provider told us about the new electronic recording system and shared plans to move medicine records onto an electronic system. We will review the success of these new systems in the next assessment.