Rosehill House

The following is CQC's published account of its assessment, published 5 December 2025. References to “we” mean CQC. It describes findings at that time.

Date of Assessment: 14 October 2025 to 24 October 2025. Rosehill House is a care home providing accommodation and personal care for older adults, some of whom may have a physical disability, a sensory impairment or be living with dementia. It is registered to accommodate up to 23 people. At the time of the assessment there were 16 people residing at the home.

This service has been in Special Measures since 14 May 2025. The provider demonstrated enough improvements that have been made and is no longer rated as inadequate overall or in any of the key questions. Therefore, this service is no longer in Special Measures. However, the service continued to be in breach of the legal regulation Good Governance.

Although improvements had been made with the service’s governance processes and procedures, further improvements were still required. Improvements still required to be embedded in relation to how the provider learned lessons from incidents, supported people to transition between services, and managed people’s needs and risks. Improvements were required to medicines management and how the provider supported staff through supervision and development. Further improvements were required with how they supported people with consent and how they assessed people’s mental capacity where required. Improvements were required to ensure people could participate in meaningful and person-centred activities, to how the service provided people with information, and how they supported people to feed back on the quality of their care. Although leaders were passionate about delivering good care and were compassionate in how they supported people and their staff, systems in place to promote the culture and values of the service required improvements.

However, the provider now detected and controlled potential risks in the care environment effectively. The provider assessed and managed the risk of infection. The provider worked well across teams and services to support people. The provider routinely monitored people’s care and treatment to continuously improve it.

The provider always treated people with kindness, empathy and compassion and respected their privacy and dignity. The provider treated people as individuals and made sure people’s care, support and treatment met people’s needs and preferences. The provider cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care.

The provider understood the diverse health and care needs of people and their local communities, so care was joined-up, flexible and supported choice and continuity. The provider made sure that people could access the care, support and treatment they needed when they needed it. Staff and leaders actively listened to information about people who are most likely to experience inequality in experience or outcomes and tailored their care, support and treatment in response to this. People were supported to plan for important life changes, so they could have enough time to make informed decisions about their future, including at the end of their life.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who worked for them. The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people.