Rothbury Cottage Care Ltd

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. This was the first inspection for this service. This key question has been rated good. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred 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 provider had a shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities. The staff team consistently strived to ensure the service put people first. A person said, “All the staff seem to really want us to feel at home. They are easy to talk to and nothing is ever too much bother.” A professional said, “As someone who is local and works in the areas it has truly been an asset to enhancing the care provision for the rural community of Rothbury.”

The provider had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. The management team had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty. The registered manager was shortly to be replace by a new manager. The new manager had been working at the service since it opened, and people found they followed the same model of leadership as the existing manager. Staff consistently reported the managers were approachable and really encouraged them to go the extra mile.

The management team fostered a positive culture where people felt they could speak up and their voice would be heard. Overall people, relatives and staff felt confident to raise concerns with the management team and these would be listened to and acted upon. Staff felt their views and suggestions were taken on board. A staff member said, “[Registered manager’s name] and [acting manager’s name] are easy to talk to and they always listen to what we say. I have made suggestions in the home i.e. staff storage area - this was listened to, and staff now have lockers available - I was involved with the set up with the home ensuring all rooms and communal areas were set up to a high standard.”

The provider valued diversity in their workforce. They work towards an inclusive and fair culture by improving equality and equity for people who work for them. The provider and management team valued diversity and ensured they followed best practices guidance.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate. The management team closely monitored the service and addressed issues as they arose. For example, they had obtained a variety of dependency tools and staffing calculators when they identified the current one was not as effective as it could be. The registered manager and acting manager were supported in their governance procedures by the provider.

The provider clearly understood and carried out their duty to collaborate and worked in partnership, and services worked seamlessly for people. They always shared information and learning with partners and collaborated for improvement. The partner agencies within the local NHS Trust found they all shared the same commitment to providing services for people, which truly met their needs. Professionals told us staff were extremely proactive, understood their remit and always approached them appropriately for advice. A professional said, “We, as a district nurse team, work in close collaboration with staff working in the home. The managers have exceptional knowledge and good management skills which they have brought to the facility. All staff are kind, approachable and empathetic towards the residents. There are a number of senior carers now who have worked their way up into this more senior role and have shown great commitment to their work. On Friday’s we have our weekly multi-disciplinary meeting, where a member of the district nursing team, a GP and the acting manager get together to discuss any residents who may need reviewed or that they have concerns about, which works well, and encourages positive professional relationships.”

The provider focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people. There was a process in place for staff to ensure continuous improvement through innovation and learning was achieved. Staff were actively encouraged to work with people in ways which aimed to improve outcomes for them and allow each individual to experience a good quality of life. The registered manager ensured staff were supported to keep up to date with developments in best practice. A staff member said, “The manager makes sure we have the training we need and help us develop our skills and knowledge.”