Rosebank

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

We assessed 6 quality statements in the effective key question and found areas of good practice. Our rating for this key question is good. People were involved in the assessment of their needs. People’s care was planned with their full involvement. People’s wishes were embraced, and they were treated as partners in their care. People were supported to maintain their nutrition and hydration needs and had choice over what they ate and drank. This included meal preparation and shopping for ingredients. Staff worked effectively with both in-house professionals and outside agencies to help meet people’s individual needs and support them to live healthier lives. People’s care was regularly monitored, reviewed and adapted to help achieve the best possible outcomes for people. People’s rights around their consent to care and treatment were respected and aligned with the principles of the Mental Capacity Act.

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 involved in planning and reviewing their care and support needs. People told us their needs were met at Rosebank. People told us they talked with staff regularly about how things were going and if they would like anything changing.

Feedback from staff and leaders confirmed people’s needs were assessed and reviewed regularly. Staff told us they were involved in reviewing people's care and that the person was fully involved too. The registered manager told us the assessment process started before the person was admitted into the service, “We have a thorough pre-admission assessment which comprises of multiple stages, this helps us to ensure we can meet people's needs, if we felt we could not, we would not admit the person.”

Processes were in place to ensure staff understood and managed people’s needs. Peoples’ care records evidenced their individual needs had been assessed, in line with the person’s choices and wishes. Assessments were regularly reviewed and up to date. Care records contained detailed guidance for staff to follow and contained information on how best to communicate with the person in a way they understood. People's records showed people's needs had been assessed with a person-centred approach, and outcomes were monitored for their effectiveness, using a variety of tools.

People told us they received the right care and support, and that staff understood them. People told us staff supported them to buy and prepare healthy meals. People said they always had a good choice of food and drink and staff encouraged them with healthier eating.

Feedback from staff and leaders confirmed they knew how to support people in line with their needs, including their nutrition and hydration needs. The registered manager told us, “We promote healthier eating and lifestyle, we support people to make those choices.” Staff told us people's care plans were kept up to date to include their current needs, how needs were to be met and desired outcomes. Staff told us they supported people to access the support they needed from other professionals and services.

Processes were in place which demonstrated people’s needs had been identified. People’s care records evidenced their needs had been assessed and discussed with them prior to their admission to the service. People’s needs continued to be reviewed and amended. Where people had specific nutritional requirements, for example, a health eating regime, this was detailed in their plan of care.

People told us they received consistent care and support from staff who knew them well. People told us staff helped them with appointments and explained things to them which helped them better understand their support.

Feedback from staff and leaders confirmed they were involved in people’s care planning and support. The registered manager told us how information was shared amongst the relevant professionals, to help maintain good continuity of care. Staff told us they attended daily handovers where the most up to date information was shared amongst them such as any changes, updates and appointments people needed support with to attend. Staff told us they completed daily records for each person detailing their progress and significant or important events.

Feedback from external professionals confirmed staff worked well with other services to help ensure good continuity of care. One external professional commented, “The team at Rosebank work collaboratively with multi-disciplinary teams. When a person was transferred for a hospital admission, the team attended regular stakeholder meetings to ensure continuity, and that the person was supported appropriately.”

Processes were in place to ensure people were referred to external healthcare professionals when needed. Processes helped people develop relationships with professionals to ensure best advice was sought and to help ensure people were supported to make decisions to further enhance their choice and control over their care. The provider worked effectively with other agencies to ensure transitions of care were co-ordinated and as seamless as possible. People’s care plans, risk assessments and care records evidenced that a range of professionals, both in-house and external, had been involved and consulted about the person’s needs, this information was included in people’s care plans.

People told us they were encouraged and supported to maintain good health and well-being. People told us staff were understanding and supportive of them when they felt unwell. One person confirmed, "Staff know when I'm not so well and do their best to help me." People also told us they were supported and encouraged to eat well and staff supported them to choose healthier food options.

Feedback from staff and leaders confirmed people were involved in planning and managing their own care. The registered manager explained how staff supported people to make healthier choices, “We promote healthier eating and we support people with their weekly grocery shop, to help people achieve a balanced diet and a healthier lifestyle.” Staff understood their role in supporting people’s health and well-being. They told us they encouraged people to be active both at home and in the community. Staff told us how they supported people to maintain good personal hygiene offering support and encouragement when needed.

Processes were in place to enable people to make informed decisions around their own well-being needs. People’s care plans demonstrated they were fully consulted and involved in decisions about their care and support. People were supported to make better and healthier lifestyle choices, for example, healthy eating and help with smoking cessation.

People said they experienced positive outcomes and had planned goals for the future. People told us they were happy with their care and support and what they had achieved. People told us how they enjoyed living at Rosebank and that staff supported them to do the things they liked to do both at home and in the community. One person was involved in some artwork and told us how much they enjoyed it, "I usually get bored quickly, but I've stuck this out and nearly finished it." People told us about their plans to move on to live more independent lives and said staff were supportive of this.

Feedback from staff and leaders confirmed people’s care and progress were monitored. Staff were knowledgeable and supportive of people's goals and wishes. The registered manager explained how recognised tools were used to measure people’s clinical outcomes and personal goals.

Processes were in place to ensure peoples outcomes were monitored, and any changes were implemented. Bespoke tools were used to measure individual outcomes for people. This was evidenced in peoples’ care plan reviews. Care plans were audited to ensure regular reviews took place and any actions were followed up.

People understood their rights to make decisions and said they were asked for their consent to any care and support before it was provided. People told us they were never asked to do anything they didn’t agree to.

Feedback from staff and leaders confirmed they provided care in a way which aligned to the principles of the Mental Capacity Act (MCA), and how information was provided to people in a way they understood. The registered manager told us, “Even though everyone has capacity to consent, we involve all relevant professionals in the assessment, this is something that we assess ongoing.” Staff confirmed they had completed MCA training. They understood decisions could only be made on behalf of the person in line with the MCA. Staff told us they always asked for consent from people before providing any care and support. Staff confirmed people had the capacity to make their own decisions, and they knew to escalate any concerns about people's capacity to make choice and decisions, for example if they felt a person had made an unwise or unsafe decision or refused essential care.

Processes were in place to ensure people’s choices, consent and rights around their care and support were respected. People’s choices were at the heart of their care and support plans. Capacity assessments were in place in people’s care records. People’s capacity to consent was regularly assessed to ensure they understood any decisions around the care and support needs.