Roswell Court

We checked whether the service was working within the principles of the Mental Capacity Act 2005 (MCA). Staff and management demonstrated a good understanding of the MCA. People were not subject to unlawful or excessive restrictions they had choice, control and freedom over their lives. Where people were unable to make specific decisions about their care, staff followed the principles of MCA, and best interest decisions were recorded.

People were protected and kept safe. There were effective systems in place to safeguard people from abuse. Staff knew how to recognise and report safeguarding concerns and were confident these would be acted on appropriately. Accidents and incidents were monitored and investigated appropriately. Lessons learnt were shared with staff to prevent them from happening again. Staff identified and managed risks whilst ensuring people maintained their independence and quality of life. Where staff identified additional support or equipment was needed to reduce risk, this was actioned. People were supported by enough staff who had the skills and knowledge to support them safely. The registered manager had identified additional staff were needed and new staff were starting work at the service. The service had a safe staff recruitment system. Managers made sure staff received training and regular appraisals to maintain high-quality care. A staff member said, “We have regular supervision - it is every few months and if you ask for help a duty manager will come and help.” Medicines were administered safely and there were systems in place to ensure the environment was safe.

People’s needs were assessed before they began to use the service and regularly reviewed. People were involved in decisions about their care. Their views were listened to when assessments were carried out. Each person had a care plan.Staff worked with a range of health professionals to ensure people’s needs were met. This included GPs, nurses, and occupational therapists. Staff raised concerns about people’s health quickly. They worked with all agencies involved in people’s care for the best outcomes.

Staff interactions with people were kind and caring. Staff respected people’s choices and values and were respectful when providing care in their homes. Staff supported people to maintain as much independence as possible. A staff member said, “I love the job – I love the variation and I love the people. I do feel people are well supported and cared for well by all the staff.”

People’s care was provided in a person-centred way. Care plans contained a good level of detail. People received care from a consistent staff team who knew them well. People had the opportunity to share their views and give feedback during visits, spot checks, meetings, care reviews, and surveys. People and relatives told us they felt able to raise any issues or concerns. For example, where the service had received a complaint, this had been thoroughly investigated, action was taken and lessons learned. Staff and the management team understood people had a right to be treated equally, fairly, and to receive care and support that met their specific needs.

The service had clear vision and values, which focussed on providing a service of the highest quality to improve and sustain people’s overall quality of life. Staff told us they enjoyed their work. A staff member said, “It is lovely – I have really enjoyed working here and my background is care homes and I love what Roswell is all about and people living independently and I think it is an ideal place for elderly people.”

The registered manager was aware of their responsibilities and worked to ensure the service operated to a high standard. There were systems and processes to support operational oversight, identify issues, and drive improvement. Staff told us they felt supported by the management team. A staff member said, “I feel very supported and I am working independently but I know I can go to them, and they are very approachable and very supportive.”