Rose Villa Nursing Home

On this page

• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

Caring – this means we looked for evidence that the provider involved people and treated them with compassion, kindness, dignity and respect.

At our last assessment we rated this key question requires improvement. At this assessment the rating has remained requires improvement. This meant people did not always feel well-supported, cared for or treated with dignity and respect.

This service scored 60 (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 always treated people with kindness, empathy and compassion and respected their privacy and dignity. Staff treated colleagues from other organisations with kindness and respect.

People and their relatives spoke positively about staff. Comments from people included, "The staff put their heart and soul into everything they do. When I come downstairs my mood is lifted" and "The staff are kind and caring, I cannot fault them at all."

People received support from staff who demonstrated, patience and respect and were aware of people's, preferences and personality. They explained how they encouraged choice in day‑to‑day activities.

Relatives told us "Beautiful walls don’t guarantee good care. The care here is good, though the environment could benefit from some improvements" and "The care they give is absolutely brilliant and we are very happy with it. The staff are looking after [relative name] well and they do a brilliant job."

The provider did not always treat people as individuals or make sure people’s care, support and treatment met people’s needs and preferences. They did not always take account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

Staff were aware of people’s personalities; however, people did not always receive appropriate care to meet their specific needs. For example, when people required medication to support their behaviours, staff did not always recognise this, which led to delays and inconsistent support.

Staff did not always communicate effectively with people to understand their preferences, wishes, or how they wanted to spend their time. Staff did not always consider or offer support in ways that promoted people's overall wellbeing. For example, staff did not consistently offer meaningful, person‑centred engagement, which limited opportunities to support people’s motivation, emotional wellbeing, and quality of life.

The provider promoted people’s independence, so people knew their rights and had control over their own care, treatment and wellbeing.

Activities were available; however, they were not always tailored to meet peoples age, hobbies or interests.

People were supported and encouraged by staff to remain independent. Staff gave clear examples of how they promoted choice and independence in a way that people understood. One staff member told us, "We don’t just take over but will offer support if people appear to be struggling."

The provider did not always listen to and understand people’s needs, views and wishes. Staff did not always respond to people’s needs in the moment or act to minimise any discomfort, concern or distress.

People did not always receive timely care and support. For example, we observed one person who remained in the same chair for 6 hours without being repositioned, despite their care plan stating they required pressure relief every 2 to 3 hours.

There was insufficient oversight and monitoring to ensure people’s needs were being met promptly. Daily records were not routinely reviewed or audited, which meant we could not be confident that people’s immediate care needs were consistently addressed.

However, we observed staff interacting with people in a respectful and sensitive manner when providing assistance.

The provider did not always care about and promote the wellbeing of their staff. They did not always support or enable staff to deliver person-centred care.

Staff did not always feel that the team worked well together. One staff member told us, "The manager is supportive, but I feel the staff team need to work together more. Some staff won't work with other staff and this impacts on the care of people." Another staff member told us, "Some staff will ignore buzzers and do not always support new or agency staff."

The manager was aware of some concerns among the staff team and was proactively taking step to address this.