The Roses

People said they felt safe with staff and were happy with the support provided by them. People’s care, treatment and support promoted equality, removed barriers or delays, and protected their rights.

People’s individual risks were identified, and risk assessment reviews were carried out to keep people safe. Medicines were safely managed on people’s behalf.

Environmental risk assessments considered all aspects of the home, both internally and externally to ensure people lived freely within a safe environment. The provider undertook regular health and safety checks of the premises.

Effective infection control measures were in place.

People had care and support plans that were personalised, holistic, strengths-based and reflected their needs and aspirations, including their physical and mental health needs. People felt valued by staff who showed genuine interest in their well-being and quality of life.

The service was working within the principles of the Mental Capacity Act 2005 (MCA) and if needed appropriate legal authorisations were requested when depriving a person of their liberty in their best interests.

People’s specific nutrition and hydration needs were met in line with current guidance.

People said staff were kind, compassionate, caring and visible around the home, which we saw during our site visit. People felt valued by staff who showed genuine interest in their well-being and quality of life.

Staff saw people as their equal and created a warm and inclusive atmosphere.

Care was personalised and staff worked to deliver person-centred care which maintained people’s dignity with understanding.

People were supported to maintain relationships and networks that were important to them, this included access to their friends and family.

Staff felt respected, supported, and valued by the registered manager which supported a positive and improvement-driven culture.

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.

People confirmed their needs were met by staff in partnership with relevant health and social care professionals.

Staff and leaders demonstrated a positive, compassionate, listening culture that promoted trust and understanding between them, and people using the service and were focused on learning and improvement.

Staff confirmed the registered manager was visible and led by example. Staff felt confident about their leadership to ensure the overall running of the service.

There were clear and effective governance, management and accountability arrangements in place and staff understood their role and responsibilities.