Rosebank

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

We assessed 5 quality statements in the caring key question and found areas of good practice. Our rating for this key question is good. People told us and we observed people being treated by staff with care, compassion and in a way which fully considered their emotional well-being. People had their own rooms and lounges which afforded them privacy. People’s protected characteristics were respected and embraced by staff, and not considered as a barrier to the care and treatment they required. Staff responded to people's needs in a timely way which helped minimise any discomfort or distress.

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 told us they were treated with kindness and their privacy and dignity was respected. People told us staff were kind and caring. One person told us, "They [staff] are all really nice and treat me very well." People told us staff listened to them.

Feedback from staff and leaders confirmed staff knew and understood the people they supported, including their preferences, wishes, personal histories and backgrounds. Staff explained how people were treated with kindness and compassion and how they respected people’s privacy and dignity. Staff understood the importance of maintaining people's confidentiality. They said they would not share or discuss a person unless it was on a need-to-know basis. The registered manager confirmed, “The staff are just brilliant with people, very kind.”

Feedback from partners confirmed they thought staff treated people with kindness and dignity. One external professional told us, “During the time Rosebank worked with our person, they were keen to ensure dignity and had great relationships with people, always showing kindness.” Feedback from partners also confirmed staff communicated with people in a way which they could understand. One external professional confirmed, “Staff were keen to communicate effectively, this was particularly important as the person was autistic. Staff made reasonable adjustments.”

We observed that people’s privacy and dignity were respected. People had their own rooms and staff knocked before entering. People had their own bedroom with a lock fitted and held their own key. It was clear staff knew the needs of the people they supported well. We observed staff interacting with people in a positive and caring way, and listening to people with interest.

People told us staff treated them as individuals. They said staff knew them well and had a good understanding of their needs. People told us staff supported them to do the things they liked to do, either alone or as part of a group. One person confirmed, "It’s important for me to be alone sometimes." People told us staff treated them as an equal and they were never made to feel uncomfortable in their company.

Feedback from staff leaders confirmed people’s individual needs were understood and were reflected in their care, treatment and support. The registered manager shared an example of a person who had recently gone on to live independently in the community. Staff had supported the person to reach the point where they were able to live an independent life, staff had also supported the person to live and identify as they wished to in line with their protected characteristics. Staff spoke about the activities they supported people with both at home and in the local community. Staff were able to tell us about people's preferred activities and their likes and dislikes.

People were observed being offered choices such as how they spent their time and who with. There were facilities for people to watch TV, listen to music, play board games and engage in arts and crafts. People were involved in the design of their home and their visitors were welcomed.

Processes were in place to help ensure people’s communication needs were met to enable them to engage in their care, treatment and support to maximise their experience and outcomes. Effective communication was key in people’s support, as it was vital that people understood, agreed and participated in their plan of care to aid their recovery. Care assessments also contained information about peoples’ personal, cultural, religious needs. This helped to ensure people’s protected characteristics were respected.

People told us they were supported to have choice and control and make decisions about their lives. People also told us they were supported to maintain important relationships with friends and family.

Feedback from leaders confirmed people had complete choice and control over their own care and were empowered to make decisions about their care. The registered manager explained how one person had been directly supported by staff to identify in a way they chose. Through staff support they were able to develop the confidence to do this.

We observed people making choices and decisions throughout the day. Where people required additional support from staff, this was provided in a discreet way which maintained their independence.

Processes were in place to help ensure people’s communication needs were met to enable them to engage in their care, treatment and support to maximise their experience and outcomes. People’s care plans contained a plan of care detailing how that person best communicated with staff. Care plans also contained information about peoples’ personal, cultural, religious needs. This helped to ensure people’s protected characteristics were respected. People were encouraged to foster positive relationships with family members and significant others. People enjoyed accessing the local community and had built up relationships with shop owners, which helped to increase people’s confidence and independence.

People told us staff responded to their needs quickly for example if they were feeling unwell or needed time alone.

Feedback from staff and leaders confirmed they were able to respond to people’s needs in a timely way. The registered manager explained how people’s needs were assessed even before their admission to the service, so staff had a good understanding of people’s immediate and longer-term needs. Staff provided examples about how they responded to people’s needs. They told us about discussions they held with people when they recognised people were feeling unwell or in need of emotional support.

Staff were observed staff responding to people's needs quickly. For example, one person felt anxious, and staff supported them by offering reassurance and time away from others.

Feedback from staff and leaders confirmed people received high quality care as the provider recognised and met the well-being needs of staff. People benefited from staff who had regular opportunities to provide feedback, raise concerns and suggest ways to improve the service. Staff told us they were confident to provide feedback and felt their views and opinions mattered. Staff told us they felt valued and did not feel under any pressure. Staff confirmed the whole team including managers were supportive of each other. The registered manager told us, “We value staff and have an employee of the month scheme, people get to choose their nominations. I am a big believer in recognising staff for their positive work and saying thank you.”

Processes were in place to help ensure people’s experience of the service was driven by a culture that fostered staff well-being through inclusivity, active listening, and open conversations. The provider and management team regularly collated feedback from staff in the form of surveys, meetings and supervision and appraisal processes. Staff were also encouraged to discuss any issued they had at any time. Staff were recognised for their positive contribution to the service, with a staff member of the month being nominated for a prize by both people and staff.