Rosedene 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 good. At this assessment the rating has remained good. This meant people were supported and treated with dignity and respect; and involved as partners in their care.

This service scored 70 (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 treated people with kindness, empathy and compassion but did not always respect their privacy. Staff treated colleagues from other organisations with kindness and respect.

People’s privacy was not always respected. Our observations drew mixed findings. We observed staff entering people’s bedrooms without first knocking. One person told us, “They don’t knock before entering my room, so I feel like I have no privacy.” However, we also saw staff entering people’s rooms in line with the provider’s procedures. In these instances, staff knocked on people’s doors, waited for a response, announced who they were and obtained confirmation that they were permitted to enter. Additionally, we observed staff protecting people’s dignity when discreetly when enquiring if people required support to use the toilet. Staff followed guidance in people’s care plans when supporting and deescalating situations in which people were distressed. This demonstrated empathy and compassion.

Staff were welcoming and courteous to visiting health care professionals. One healthcare professional told us, “I find the staff are always smiling, acting professional and are very accommodating to visiting professionals.” Families were made to feel welcome when they visited family members and were invited to social events such as parties.

The provider treated people as individuals and made sure people’s care, support and treatment met people’s needs and preferences. They took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

People were treated as individuals. Many staff were long standing and knew people and their families well. Care records noted people’s preferred names, and these were used by staff. Care records also noted people’s likes and dislikes, and contained a section entitled ‘About Me’, which detailing people’s personal histories, as well as their preferences for care and support

Staff recognised people’s cultural and spiritual needs and supported these. People who wanted to, attended services led by local faith leaders. These took place at the service and local places of worship. People were supported to eat dishes from their culture and from others. The service held cultural days which afforded people the opportunity to sample traditional dishes such as Japanese, Caribbean, Guyanese, Indian and Mexican dishes. At the time of our inspection the service was preparing to celebrate Black History Month for the first time. This included preparing various foods for people to try. This meant people were supported to maintain features of their own culture and to experience aspects of others.

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

Staff promoted people’s independence. One member of staff told us, “Our aim is to support them and keep is much independence as possible. We encourage people to wash and feed themselves to the best of their ability and we support them with their consent.” Another member of staff said, “People may return from a stay in hospital in wheelchair. Then we assess them and support them to get walking again.”

People were supported to make choices. People chose the activities they engaged in, the clothes they wore and the food they ate. Care records noted peoples know preferences such as trousers rather than skirts and baths rather than showers. Staff confirmed people’s preferences before providing care and support. To assist people to make dietary choices the service used a pictorial menu from which people could make selections as well as plated options. This meant people could make an informed choice about what they ate.

The provider listened to and understood people’s needs, views and wishes. Staff responded to people’s needs in the moment and acted to minimise any discomfort, concern or distress.

Staff supported people to manage their distress in line with their care plans. One healthcare professional told us, “The service has really challenging patients. They have complicated needs.” Where people experienced heightened anxiety, staff ensured they received the support they required to calm. We observed one person experiencing escalating distress. Staff engaged with them and provided one to one support. Initially staff used distraction and redirection techniques. Then used space away from a communal area to enable the person to vent and ultimately to calm. This process took almost two hours. One member of staff told us, “We can deescalate quickly because some staff will definitely have a good rapport with the person. We know their needs and how to support them.” Another member of staff said, “If someone is having a bad day, we don’t send a member of staff they don’t know. We send a person they know and trust.” This meant the service emphasized using established relationships to provide reassurance and support in line with care plans.

People’s assessments and care plans provided a detailed description of behaviours, what might trigger them, their possible functions, risk associated with them, and the support people required to reduce their anxiety. Assessments and care plans were regularly reviewed by staff and healthcare professionals and updated to reflect people’s changing needs and the evolving strategies to meet them.

The provider cared about and promoted the wellbeing of their staff, and supported and enabled staff to always deliver person-centred care.

Staff told us they were happy in their work and felt supported in their roles. In particular, staff emphasised the compassion shown to them when people passed away. One member of staff told us, “We spend more time here than at our own homes and when people die it hurts. Management are supportive.” Another member of staff said, “If you are affected by a bereavement [managers] pay for your cab home, so you’re not upset on public transport. Then they phone you later to see you’re alright.” A third member of staff told us, “When people pass it is hard. The leaders get that. They know you are affected. They give emotional support including time off.” Staff well-being was discussed during supervision and the provider made available a confidential helpline to staff should they wish to discuss issues and get support outside of the organisation.