Rosebank Lodge

We undertook this assessment to follow up on multiple breaches of regulation identified at their previous assessment and review their previous rating of requires improvement (published 2nd February 2025). The provider had previously breached regulations in relation to how they managed safeguarding, restrictive interventions as a last resort, risk, staff training and support, medicines, and governance.

This assessment was conducted by 2 adult social care inspectors and was unannounced. We reviewed 19 quality statements included in the 4 key questions, Is the service safe, effective responsive, and well-led? For those key questions not inspected or where we did not review all the quality statements associated with them, we used the ratings awarded at their last inspection to calculate the overall rating.

We assessed the service against ‘right support, right care, right culture’ guidance to make judgements about whether the provider guaranteed people with a learning disability and autistic people respect, equality, dignity, choices, independence and good access to local communities that most people take for granted.

At this assessment, we found the provider had made improvements and was no longer in breach of regulations. Based on these findings the services overall rating has been changed from requires improvement to good.

The service is now safe. The service was working within the principles of the Mental Capacity Act (MCA) 2005. People could now move freely around the care home and spent their time as they wished, with no unnecessary restrictions. Information about risks to people’s safety had improved and was better managed. Staff had more detailed information about how to reduce assessed risk and keep people safe. The care homes interior including most communal areas had been redecorated and a well-equipped sensory room added. This made the care home a far more comfortable and ‘learning disability/autism friendly’ place for people to live. Managers ensured staff now received all the relevant training, supervision and support they required to meet people’s needs. Medicines were now well-managed and people continued to receive their prescribed medicines as and when they should. People were now given support to plan for important life changes, so they could make informed decisions about their future, including at the end of their life.

The service is now well-managed. The provider had recruited a new permanent management team which included a suitably skilled, knowledgeable and experienced service manager, deputy and head of area manager. These managers were visible in the care home and had brought some much-needed stability to the service. Governance systems were now operated more effectively and were routinely used to check the safety and quality of the care and support people using the service received. The service now had a much better culture of continuous learning and improvement.

People continued to be treated with kindness and compassion. Systems were in place to protect people from risk of abuse. Staff made sure people understood their care to enable them to give informed consent. Staff involved those important to people took decisions in people’s best interests where they did not have capacity. There were enough staff to meet people’s needs. The provider continued to undertake checks to make sure staff they recruited were suitable. Infection risks were managed well and staff followed current best practice. The environment was clean and well-maintained.

Managers and staff had a shared vision and culture based on listening, learning and trust. Staff were valued by the managers who helped them develop in their roles and supported them with their wellbeing. People and staff could raise concerns in confidence, and these were listened to and acted on. Managers investigated incidents and complaints thoroughly. The provider understood their duty to collaborate and work in partnership with relevant external health and social care professionals and bodies.