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Inspection Summary

Overall summary & rating


Updated 3 January 2019

This inspection took place on 8 November 2018 and was unannounced.

RoseLea House is a ‘care home’. People in care homes receive accommodation and nursing or personal care as single package under one contractual agreement. CQC regulates both the premises and the care provided, and both were looked at during this inspection. RoseLea House is registered to accommodate nine people living with learning disability. At the time of our inspection there were nine people living in the home.

The care service has been developed and designed in line with the values that underpin the Registering the Right Support and other best practice guidance. These values include choice, promotion of independence and inclusion. People with learning disabilities and autism using the service can live as ordinary a life as any citizen.

At our last inspection on 23 March 2016 we rated the service good overall. We rated the key question Effective `requires improvement’. This was because information in people’s assessments of their mental capacity was not always consistent with information about their capacity in parts of their care plans. At this inspection we found that improvements had been.

At this inspection we found that evidence continued to support a rating of `Good’ for the key question Safe and that the service had improved to being ‘Outstanding’ in key questions Effective, Caring and Responsive. The overall rating was therefore ‘Outstanding’.

Feedback from people who used the service, health and social care professionals and staff was consistently and unanimously positive. People spoke enthusiastically about how much they enjoyed living at RoseLea House. A healthcare professional attributed the success they had achieved with the treatment of a person to the service. They wrote, “I am sure that the success of this situation is down to the staff at RoseLea.’ The register manager and staff are proud to work at the service and equally proud that people had achieved ‘golden aspirations’ and greater levels of independence. People’s diversity is celebrated through innovative and creative activities.

The service has built an outstanding model of care and support. The registered manager was invited to speak about the outstanding success of activities at a forum organised by a local authority. All the staff continually looked to find ways to improve the service. They are driven by their passion for caring for people. Staff supported people to develop skills, confidence and self-esteem beyond what they thought possible.

The registered manager and staff had an excellent understanding of people’s needs. Staff found ways to improve people’s lives by introducing creative activities that opened new possibilities for people. Innovative ways were found to support a person with access to healthcare that was essential to them but which they at times were reluctant to do.

People are supported to have maximum choice and control of their lives and staff support them in the least restrictive way possible; the policies and systems in the service support this practice.

The service had staff who were designated ‘champions’ for dignity, the Mental Capacity Act (MCA) 2005, end-of-life care and infection control. These champions continue to play an essential role in developing best practice, sharing learning and acting as role models for other staff. Staff had training from healthcare professionals to understand about health conditions that people lived with. This meant there was an exceptionally strong team of staff who worked at the service.

Staff have a good safeguarding matters and excellent understanding of behaviours that are challenging to others. Staff viewed people’s behaviours that were challenging as behaviours that require ‘positive support’. This meant that people were always treated with dignity and their behaviours understood. We saw people receiving excellent support with their medicines. Staff explained to people what their medicines were for

Inspection areas



Updated 3 January 2019

The service remains Good.

There were policies and procedures in place to keep people safe from abuse and avoidable harm that were understood and practised by staff.

There were enough safely recruited staff to meet people�s needs.

People were supported to have their medicines at the right times.



Updated 3 January 2019

The service has improved to Outstanding.

Staff put their training into effect to support people to achieve outstanding outcomes that were recognised and acknowledged by health and social care professionals.

Staff found imaginative ways to support people to enjoy a varied and balanced diet and celebrate people�s diversity.

Staff had a very good understanding of the Mental Capacity Act 2005. They made decisions that were consistently in people�s best interests and which had outstanding outcomes for people.



Updated 3 January 2019

The service has improved to Outstanding.

People and staff had developed very caring relationships which meant staff were able to provide outstanding emotional support to people.

Staff used creative communication styles to engage with people to support them to express their views and make choices.



Updated 3 January 2019

The service has improved to Outstanding.

People received consistently outstanding support that was focused on their individual needs.

People participated in creative and challenging activities that fulfilled their aspirations and increased their independence and self-esteem.



Updated 3 January 2019

The service remained Good.

The was well-led. Staff were inspired by the registered manager�s leadership and were involved in continually improving and developing the service.

The registered manager understood their regulatory responsibilities. Performance management processes were effective and were regularly reviewed to encourage rigorous challenge. There was a very strong emphasis on continual improvement.

The service was part of the local community and worked closely in partnership with health and social care organisations.