The Roses

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

People received personalised care and support specific to their needs and preferences. People were supported to understand information through their preferred communication methods. Care plans reflected people’s health and social care needs. People’s views and suggestions were considered to improve the service. People’s equality, diversity and human rights were respected. The service’s vision and values centred around the people they supported. The organisation’s statement of purpose documented a philosophy of maximising people’s life choices, encouraging independence and people having a sense of worth and value. People were supported to have peaceful, comfortable, and dignified end of life care in line with national best practice guidance.

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.

People received personalised care and support specific to their needs and preferences. Care plans reflected people’s health and social care needs. People’s likes and dislikes were taken into account in care plans. People confirmed they were involved in developing their care and support plan.

Staff conversation focused on ensuring people received person-centred care and support to aid their physical and emotional needs.

Throughout our visit, we saw people receiving personalised care and support in line with their care and support needs. Staff were attentive to people and clearly knew them well.

People confirmed they received care and support in line with their personal preferences and assessed needs.

Staff confirmed people received care and support in line with their care plans and risk assessments.

Health and social care professionals confirmed there were regular meetings with staff from The Roses to ensure people were supported holistically in line with their identified and changing care and support needs.

There was continuity in people’s care and support. The registered manager explained skilled staff were integral to enable people’s assessed care and support needs to be met. They added people received support from a consistent staff team. This ensured people were able to build up trusting relationships with staff who knew their needs. There was evidence of the service liaising with health and social care professionals on a regular and timely basis and making onward referrals to specialist teams. For example, the older person mental health team (OPMHT).

People were supported to understand information through their preferred communication methods. For example, the use of technology and referring to objects of reference.

Staff were able to communicate with and understand each person’s requests and changing moods as they were aware of people’s known communication preferences.

Care records contained clear communication plans explaining how people communicated. For example, short sentences, eye contact, time to respond and looking for people’s facial expressions and gestures. People received information in a timely way that met best practice standards, legal requirements and were tailored to individual needs. For example, with the help of specialist support from the speech and language team (SALT).

People’s views and suggestions were considered to improve the service. Comments from people included, “The engagement between staff and residents is much better than [relative’s] previous home. The staff are polite, there are no issues,” “I haven’t got any complaints. If I did, I would report it downstairs to the manager” and “I’ve never complained. There is nothing to complain about. Everything is fine. My family are happy with my care.”

Staff confirmed they felt listened to and involved when raising issues with the management team and told us these were responded to in a timely manner.

Surveys had been completed by people using the service and relatives. The surveys asked specific questions about the standard of the service and the support it gave people. All comments were positive. The management team recognised the importance of continually improving the service to meet people’s individual needs. This included the gathering of people’s views to improve the quality and safety of the service and the care being provided. There were regular opportunities for people, and people that matter to them, to raise issues, concerns, and complaints. A system was in place to record complaints. Complaints were acknowledged and responded to in an appropriate time frame and other professionals informed and involved where appropriate.

People confirmed they were able to access care and support from staff as and when required. For example, regards to personal care and maintaining their independence.

Staff confirmed that people had equal access to care and support because the provider prioritised, allocated resources and opportunities as needed to tackle inequalities and achieve equity of access.

Health and social care professionals confirmed the service made timely contact with them to review people's care and support needs.

People’s equality, diversity and human rights were respected. The service’s vision and values centred around the people they supported. The organisation’s statement of purpose documented a philosophy of maximising people’s life choices, encouraging independence and people having a sense of worth and value. Our assessment found that the organisation’s philosophy was embedded in The Roses. For example, people were constantly encouraged to lead rich and meaningful lives to aid their physical, mental, emotional needs, including those related to protected characteristics under the Equality Act.

People’s care, treatment and support promoted equality, removed barriers or delays, and protected their rights.

The service worked with other health and social care professionals in line with people’s specific needs. Care files showed evidence of professionals working together. For example, GPs and community nurses.

The provider completed monthly care reviews with people to gather feedback and where needed, this resulted in changes to people care and support.

People were supported to have peaceful, comfortable, and dignified end of life care in line with national best practice guidance.

Staff received training to ensure they were confident in providing kind and compassionate end of life care and support.

The registered manager said, in the event of providing end of life care, they worked closely with the community nursing team, GPs and family to ensure people’s needs and wishes were met in a timely way. The service ensured people had treatment escalation plans (TEPs) in place through liaisons with appropriate health professionals to ensure people’s final wishes were respected.