Rosebery House

On this page

• Overview
• Person-centred Care
• Care provision, Integration and continuity
• Providing Information
• Listening to and involving people
• Equity in access
• Equity in experiences and outcomes
• Planning for the future

Responsive – this means we looked for evidence that the provider met people’s needs. This is the first assessment for this service. This key question has been rated good. This meant people’s needs were met through good organisation and delivery.

This service scored 79 (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 ensured people remained at the centre of all care and support. Staff worked in partnership with individuals to understand their wishes, respond to changes in need and deliver highly personalised care that reflected people’s preferences and diverse backgrounds.

Staff used creative and effective approaches to involve people and their families in decisions about care. Support plans were kept up to date and adapted whenever needs changed, ensuring care remained responsive. Staff supported people to build independent living skills, which led to consistently positive outcomes.

Staff fully understood the principles of person-centred care and how to apply this in practice. Staff said people were absolutely at the heart of the service.

Staff and the registered manager knew people extremely well. This strong understanding was evident throughout the inspection and confirmed through feedback from people and relatives. As a result, care planning consistently focused on people’s goals, aspirations and future wishes.

People experienced notable improvements in their health, wellbeing and confidence. They were supported to understand their health conditions and were actively involved in decisions about their care and treatment. One person said, “I am more independent living here, I meet more people and do more things. I go out for walks, I play table tennis and I got to watch my favourite football team.”

Staff demonstrated an excellent understanding of person‑centred practice and described people as being at the heart of the service. The management team remained focused on building people’s skills and independence, which led to significant improvements in quality of life such as people becoming calmer, happier and able to participate in meaningful activities they had not accessed before.

The provider understood the diverse health and care needs of people and their local communities, so care was joined-up, flexible and supported choice and continuity.

Staff and managers told us they worked well with other services, including mental health teams, local authority social workers, GPs and hospitals, to ensure people’s health and care needs were coordinated and met.

Partner organisations told us the service worked collaboratively with other agencies to promote good healthcare outcomes.

The provider had systems and processes in place to ensure information was recorded accurately and shared appropriately with staff. They used an electronic care planning system that alerted staff to any changes and gave the provider up‑to‑date access to daily records. This enabled them to audit information when necessary and provided assurance people were receiving consistent and coordinated care.

The provider supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs.

People's communication needs were clearly stated within their support plans. Staff learnt how people preferred to communicate as part of the initial assessment and transition activities. Staff demonstrated an understanding of how communication was key in effectively working with people. Staff told us how they built up a rapport with people and got to know their communication styles. Staff understood their roles and responsibilities to provide people with information in their preferred communication styles, to ensure people could make their own choices. We observed interactions between staff and people were natural. Staff had empowered people to express their views.

The provider made it easy for people to share feedback and ideas, or raise complaints about their care, treatment and support. Staff involved people in decisions about their care and told them what had changed as a result.

People had access to information about how to make a complaint and felt confident raising any concerns.

Staff and leaders told us they listened to people and ensured they were involved in their care and treatment. They took all feedback, complaints and compliments seriously and ensured all concerns were investigated. One staff member said, “We have regular family meetings. The families come in to share their experiences. It helps to put a name to the face and builds human connections. People share their experiences and support each other.”

The provider made sure that people could access the care, support and treatment they needed when they needed it.

People said they were in control of planning their care and support and if they needed help or support, they could go to the staff.

Staff were passionate about improving people’s lives while protecting their right to live in safety, free from bullying, harassment, abuse, discrimination, avoidable harm and neglect.

The service had effective systems and processes in place to ensure all at the service were able to access the care support and treatment they needed when they needed. They had built relationships with other health care providers such as GP’s and health professionals services to improve the access for people at the service.

Staff and leaders actively listened to information about people who are most likely to experience inequality in experience or outcomes and tailored their care, support and treatment in response to this.

Staff were passionate about ensuring people’s rights were protected and there was an inclusive and supportive atmosphere in the home, no matter what health or care related need people may have. Staff ensured people who could not advocate for themselves had good experience of care.

Policies and procedures were in place in relation to equity, equality and diversity. People’s care records showed how staff ensured people’s human rights and protected characteristics were included and protected. Care plans included information around people’s identity, things important to them, their wishes and relationships they wanted to maintain.

People were supported to plan for important life changes, so they could have enough time to make informed decisions about their future, including at the end of their life. Staff worked closely with people to make plans about their future care. Should end of life care be required this was provided in line with the person’s wishes.