Rosedene Nursing Home

On this page

• Overview
• Assessing needs
• Delivering evidence-based care and treatment
• How staff, teams and services work together
• Supporting people to live healthier lives
• Monitoring and improving outcomes
• Consent to care and treatment

Effective – this means we looked for evidence that people’s care, treatment and support achieved good outcomes and promoted a good quality of life, based on best available evidence.

At our last assessment we rated this key question good. At this assessment the rating has remained good. This meant people’s outcomes were consistently good, and people’s feedback confirmed this.

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 made sure people’s care and treatment was effective by assessing and reviewing their health, care, wellbeing and communication needs with them.

The provider assessed people’s needs. This included people’s health, personal care, mobility, communication and cultural needs. People, their relatives, and where required healthcare professionals, participated in these assessments. This meant that assessments reflected people’s individual needs, strengths and abilities. Care plans provided staff with guidance on meeting people’s assessed needs and reflected their preferences for how they wanted to receive their care and support.

The provider planned and delivered people’s care and treatment with them, including what was important and mattered to them. They did this in line with legislation and current evidence-based good practice and standards.

People participated in their assessments and care plans provided staff with guidance on how to meet people’s needs. People’s needs were regularly reviewed, and their care plans were updated to reflect this. Where required staff made referrals to healthcare professionals for specialist assessments. For example, when people were identified to be experiencing difficulties eating or swallowing referrals were made to speech and language therapists. Staff followed the guidance in these assessments when supporting people. This included providing food in recommended consistencies and supervising people when eating.

The provider worked well across teams and services to support people. They made sure people only needed to tell their story once by sharing their assessment of needs when people moved between different services.

The provider organised staff to effectively meet people’s needs. Each shift was led by a team leader, shift leader and nurse. Handovers were arranged between shifts to share information about people’s changing needs. Leaders met each morning for brief, focused meetings. These meetings were led by the registered manager and clinical lead and attended by all department heads to focus on changes in people’s needs, staffing arrangements, important events and upcoming appointments.

Staff worked collaboratively with health and social care professionals to meet people’s needs. Leaders arranged monthly multi-disciplinary team (MDT) meetings which professionals attended. These meetings focused on people’s changing needs, complex health matters, end of life care, the outcome of referrals and people’s behavioural support needs. Actions from MDT meetings were implemented and reflected in people’s care plans.

The provider supported people to manage their health and wellbeing to maximise their independence, choice and control. Staff supported people to live healthier lives and where possible, reduce their future needs for care and support.

Staff supported people’s health and well-being. Staff made referrals to healthcare professionals to support people’s specific needs and acted upon their guidance. For example, people who wanted to, were supported to lose weight through nutrition and exercise. Exercise support was available to people including those who were independently mobile, had mobility needs and were bed-bound. Similarly, people who were underweight were supported with dietetic advice and support. This included regular weight measurements and the fortification to increase the caloric density of the food they ate. Staff supported people to quit smoking and vaping and enabled people to attend a range of appointments with healthcare professionals. These included GP, dentist and optician appointments.

The provider routinely monitored people’s care and treatment to continuously improve it. They ensured that outcomes were positive and consistent, and that they met both clinical expectations and the expectations of people themselves.

The service used electronic care records within which staff logged entries throughout the day and overnight. Entries related to people’s medication, activities, agitation, blood pressure, weight, food and fluid intake and sleep. These care records offer at-a-glance graphs to show people’s present needs and patterns over time. This enabled staff to monitor and plan around people’s healthcare needs and leaders to monitor people’s outcomes.

The service worked in partnership with healthcare professionals to meet people’s needs. Where required, referrals were made to healthcare professionals who carried out assessments which shaped people’s care plans. By working collaboratively to assess, plan and review with healthcare professionals, the service was able to achieve favourable outcomes for people. One healthcare professional told us, “There have been some real clinical successes.”

The provider told people about their rights around consent and respected these when delivering person-centred care and treatment.

People consented to the care and support they received. The service assessed people’s mental capacity. Where people lacked the capacity to make decisions they were supported with best interests’ meetings. Where it was necessary to deprive people of their liberty in order to keep them safe, assessments were carried out by healthcare professionals and deprivation of liberty safeguards were in place. These stated the nature and duration of the lawful restrictions. This meant people were supported in line with the Mental Capacity Act 2025.