Rosemont Care Limited t/a Rosemont Care

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.

This is the first assessment for this service. This key question has been rated 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.

Before people started using the service, an initial assessment of their needs was conducted. This assessment included the person receiving care and centered on their strengths, preferences, and goals for their care. People were given information to help them make informed decisions about their support and care options.

From the information gained during the assessment, a member of the management team formulated a care plan for the staff to follow, ensuring that each person's unique needs were addressed. Ongoing reviews of people’s needs were conducted, and care plans were adjusted as necessary to accommodate any changes.

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 good practice and standards.

Policies and procedures reflected relevant national guidance, and staff demonstrated an understanding of how this informed their practice.

Care plans were person-centred and regularly reviewed to ensure they reflected people’s current needs. Risk assessments were updated following any changes in condition or incidents. This helped to ensure care remained safe, effective and responsive.

Staff received training relevant to their roles, which supported them to provide care in line with current best practice. The management team monitored practice through regular audits and spot checks to ensure standards were maintained and areas for improvement were identified.

The provider worked well across teams and services to support people.

The management team worked closely with external health and social care professionals to help ensure people had access to the services they required to maintain their health and wellbeing.

Staff monitored people’s health and wellbeing and promptly reported any concerns to the management team. Referrals to relevant healthcare professionals were made when required to ensure people received timely and appropriate support.

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.

The management team had established effective working relationships with a range of healthcare professionals to help ensure people received coordinated and responsive care. Managers clearly recorded the involvement of external professionals, including details of advice provided and actions taken. This meant staff had access to up-to-date information about who to contact for guidance or if a person became unwell.

The provider worked collaboratively with healthcare professionals and understood the importance of seeking timely advice to promote positive outcomes for people.

The provider routinely monitored people’s care and treatment to continuously improve it. They ensured that outcomes were positive and consistent.

The service had systems in place to monitor and improve outcomes for people. Care plans and risk assessments were regularly reviewed to ensure they reflected people’s current needs and promoted positive outcomes. Changes in people’s health or wellbeing were recorded and responded to promptly.

The management team carried out a range of audits, including care documentation and medicines management. Findings were reviewed, and action plans were developed where improvements were identified. This supported a culture of continuous learning and quality improvement.

Feedback from people using the service, relatives and staff was actively sought through informal conversations and structured reviews. This information was used to inform service development and ensure care remained person-centred.

Where concerns or trends were identified, the registered manager took appropriate action and, where necessary, worked with external professionals to achieve better outcomes for people.

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

People were supported to make decisions about their care and treatment wherever possible. Staff completed training and understood the importance of gaining consent before providing care and demonstrated knowledge of the principles of the Mental Capacity Act 2005. They demonstrated an understanding of how to support people to make their own decisions. They were aware of the need to presume capacity, support decision-making, and act in a person’s best interests when required.

Where appropriate, relatives and relevant professionals were involved in decision-making processes to ensure a person-centred approach was maintained.

People were involved in decisions about their care, which helped them to retain choice and control over how their care and support was delivered. For example, they were supported to choose the time of staff visits to support them with their needs.