The Roses

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

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.

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 received kind and compassionate care from staff who used positive, respectful language which people understood and responded well to. People commented, “They [staff] give you attention, a cuddle, a personal touch. They know me and what help I need and when I need to move. They check on me quite a lot during the day,” “The staff are good as gold. They entertain us. They know how to look after me. All the staff are lovely” and “The staff are marvellous. They are really good.”

Staff saw people as their equal and created a warm and inclusive atmosphere. Staff relationships with people were caring and supportive. Staff spoke confidently about people’s specific needs and how they liked to be supported. Through our conversations with staff, it was clear they were very committed and kind and compassionate towards the people they supported. They described how they observed people’s moods and responded appropriately. Staff treated people with dignity and respect when helping them with daily living tasks. Staff told us how they maintained people’s privacy and dignity when assisting with personal care. For example, asking what support they required before providing care and explaining what needed to be done so that the person knew what was happening.

Health and social care professionals praised the home for providing kind and compassionate care with support specific to people’s needs.

We saw all staff treating people with kindness and respect. They respected people’s choices, for example they knew who liked to keep their room doors open and who did not. Staff were patient and used appropriate styles of interaction with people. Staff were calm, focused, and attentive to people’s emotions and support needs such as sensory sensitivities. Staff members showed warmth and respect when interacting with people.

Care plans contained information about people’s history, which provided a timeline of significant events which had impacted on them, such as their physical and mental health. This helped staff to provide appropriate, individualised care and support.

Staff knew people well and provided care and support which was person-centred and took account of their needs, wishes and preferences.

We saw all staff treating people as individuals in line with their personal, cultural, social, and religious beliefs. Staff ensured full consideration of people’s relevant protected characteristics. Throughout our visit we saw staff involving people in their care and allowing them time to make their wishes known. People’s individual wishes were acted upon, such as how they wanted to spend their time.

People’s care plans provided detail of people’s individual care and support needs. They were broken down into sections, making it easier to find relevant information. Examples included, physical and mental health, emotional support, nutrition, continence, skin care, mobility, personal care and eating and drinking.

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

Staff asked people if they needed any support even if they were known to be independent to ensure they felt cared for. People were encouraged to remain as mobile as possible.

Throughout our visit we saw people being encouraged by staff to be as independent as possible. For example, whilst mobilising around the home, joining in activities, and eating independently with the aid of adaptations, such as plate guards.

People were supported to maintain relationships and networks that were important to them, this included access to their friends and family. For example, care plans documented the importance to people of seeing their family and friends. Activities formed an important part of people’s lives. People engaged in a variety of person-centred activities. For example, outside entertainers, games, arts, and crafts and celebrating key times of the year. There was a range of appropriate equipment to support and maximise people’s independence and outcomes.

People felt, in the main, staff responded to their needs in a timely manner. Comments included, “I don’t ring my call bell. It’s a comfort to know that it’s there,” “They will answer as soon as they can. You have to wait your turn” and “Some members of staff are quicker at answering bells than others.”

Staff confirmed that people’s needs were met in a timely manner. One comment included, “Staffing levels have improved greatly, so we can provide people with the best care.” Staff knew people well and could recognise if a person was worried or unhappy. This meant any concerns about people’s well-being could be identified and followed up.

We observed staff were present and accessible to people and responded promptly when people required their support. Call bells were not ringing for long periods of time during our visit. Staff were alert to people’s needs and took time to observe, communicate and engage people in discussions about their immediate needs.

Staff felt respected, supported, and valued by the registered manager which supported a positive and improvement-driven culture. Comments included, “I feel listened to. The management do not talk down to you and I have had lots of training and updates” and “Morale is good at The Roses.”

The service worked hard to instil a culture of care in which staff truly valued and promoted people’s individuality, protected their rights, and enabled them to develop and flourish. The registered manager was visible in the service, approachable and took a genuine interest in what people, staff, family, and other professionals had to say. The provider promoted equality and diversity in all aspects of the running of the service. The provider set a culture that valued reflection, learning and improvement and they were receptive to challenge and welcomed fresh perspectives.