Drovers Call

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 were supported with kindness and dignity. People and relatives gave positive feedback about the care they and their family members received and commented on improvements they had seen. People were given choices and were supported to maintain their independence where possible. People told us they did not have to wait when they called for help and we observed staff acting in a responsive manner when they observed someone struggling or requiring some type of support. Staff told us they were well supported since the arrival of the new registered manager. They felt the culture was more open and their wellbeing mattered. They felt valued as individuals and able to approach the registered manager, senior staff and the provider with any concerns.

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 and relatives were happy with how they were treated. One relative said, “[Staff] are really patient with people. The staff also have time for me when I’m there. If [my family member] has had a bad day they will put an arm round me and talk to me.” Another relative told us, “The staff are kind and caring. The staff do listen to me when I speak to them. They’ll always chat to me.” A third relative said, “[Staff] all treat people with respect. They’re always really kind to me. I’ve witnessed them dealing with other people kindly. I witnessed them giving people an ice cream the other day when it was hot.”

Staff understood the importance of treating people kindly and upholding their dignity. A staff member said, “With dignity, I always, if a door is closed, knock, as [staff] could be in there doing personal care.”

Professionals told us they had seen many improvements to the service. One professional said, “I have seen a huge improvement in the last 6 months especially in attitudes of staff, home improvements and more importantly patient care.”

We observed many positive interactions between people and staff. Staff showed kindness, patience and had a clear understanding of each individuals’ preferences. They knew how to motivate people and when to simply sit with a person and spend time in quiet contemplation. They ensured people’s privacy where this was requested or required and generally treated people as human beings and equals.

People were treated as individuals and had choices of how to spend their time, what to eat, when to get up and who to spend their time with. People were supported to access the things they wanted to do in a way that suited their needs. A relative told us, “[My family member] goes shopping to buy their own snacks. They are in a wheelchair so needs help to go shopping.”

Staff understood people’s wish to maintain their independence as much as possible and actively encouraged this. They supported them to do what they were able to for themselves before stepping in with any physical support. One staff member told us, “Firstly they are an individual regardless of their conditions, dementia etc. We always make sure they feel included as everyone has different characters and stuff like that. They all need your support in different ways, and it depends on the situations.”

We observed people being encouraged to take a lead with their mobility and at mealtimes. Staff showed patience and empathy and had a good knowledge of people’s abilities.

People’s individual needs and preferences were clearly documented in their care plans. The provider used a digital administration system, which meant staff had immediate and up to date guidance about how to support people. Staff practice was observed for competence and staff were supported in supervisions and meetings to learn new ways of working when required.

People told us they were given choices about daily decisions such as how they spent their time, what and where to eat and what to wear. People were supported to do what they were able to for themselves, including accessing the local community shops and visiting family. One person told us, “I [choose to] sit in here all day now (instead of in their room). I go shopping once a week and on my birthday [staff] are taking me out for lunch and shopping and my [relative] is coming.” A relative said, “[My family member] is not able to say what they want for their meals so staff give them a (visible) choice on their plate.”

Staff supported people to maintain their skills and independence, which they understood was important for people’s physical and mental well-being. One staff member told us, “I normally give [people] an option, always done it. A choice of 3 different outfits and [whether they] would like to try getting themselves dressed or like me to do it as it is better to not lose that independence.”

We observed people being supported with daily life in ways that promoted their independence. For example, planting and gardening, eating and drinking and their mobility. We did observe 1 instance where there was a missed opportunity to involve a person who had tried to help clean up a spillage. Overall, however, people were well supported, and staff always gave people a choice.

Training about choice and consent and people living with dementia was given to staff and helped give staff an insight into the importance of promoting choice, independence with compassion. Senior staff and managers conducted observations of staff practice and offered feedback and guidance to improve or reflect when required. People’s care plans detailed their abilities and preferences. People and relatives were asked for their views individually and in meetings and surveys to help identify areas for improvement.

People told us they did not have to wait long for staff to come when they called for help. People and relatives were happy with how the staff responded to changing needs and this had improved since the last inspection. One person told us about how the provider had supported them to rapidly access some mobility equipment they needed to help them be more comfortable. A relative told us, “I can sleep at night knowing [my family member] is safe.”

Staff told us how they monitored people’s needs and identified any changes. One staff member told us, “We have got briefings, and it would be on [people’s] care plan on the [handheld devices] that we use. So, anything that gets updated we usually get notified.”

People told us staff responded quickly to any requests. We observed staff assisting people with their meals. We heard staff ask people if they would like help with meals and with accessing other areas of the building. Staff responded quickly when people needed support with personal care or when people became distressed. Staff chatted to people in a natural way and showed kindness and patience when listening to their views.

Staff told us they had not felt supported previously and had often felt belittled and under pressure. However, they told us this was very different now the new registered manager was in post. They spoke of feeling supported, valued and heard. One staff member said, “The company have given me many opportunities and I have seen some improvements to the décor and the atmosphere. I feel able to speak to the [registered] manager about anything and find them really friendly.” Another staff member told us, “I just wanted you to know that this is the first place where I have worked where I wake up and look forward to going to work, so a complete change for me.”

The provider and the registered manager felt strongly about workforce wellbeing. They monitored staff wellbeing through observation, supervision and team meetings. The registered manager had an open door policy and the provider was known by the staff team who felt able to approach them. They understood the pressure change had on staff and sought staff views to include them in decisions about the future and improvements.