Dresden House Limited

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

Caring – this means we looked for evidence that the provider involved people and treated them with compassion, kindness, dignity and respect.

At our last assessment we rated this key question good. At this assessment the rating has remained good.

This service scored 65 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The provider always treated people with kindness, empathy and compassion and respected their privacy and dignity. Staff treated colleagues from other organisations with kindness and respect.

People we spoke with told us and we observed people were treated with dignity and respect at Dresden House. We observed staff supporting one person to change into clean clothes after their meal, in a way that promoted dignity and helped them feel comfortable. Other people were supported with their personal care needs discreetly in private areas or their own bedrooms.

One person had a daily visit from their relative. The relative was offered lunch and staff supported the relative with public transport. Without this support the visit would not be able to take place. This demonstrated a kind and caring culture within the service.

The provider treated people as individuals and made sure people’s care, support and treatment met people’s needs and preferences. They took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

People’s individual needs were assessed when they arrived at the service, and these were regularly reviewed to ensure support stayed right for them. Staff gathered clear information about each person’s health, daily routines, cultural needs and what mattered to them, and used this to create care plans. When people’s needs changed, staff updated the plans and worked with families and professionals, so the right support was always in place.

The provider did not always promote people’s independence, so people did not always know their rights and have choice and control over their own care, treatment and wellbeing.

We observed most people spent the day in the communal areas. The registered manager told us this approach was intended to reduce isolation by encouraging people not to remain in their rooms. However, staff told us some people asked to return to their rooms in the afternoon but were discouraged due to limited staffing. This meant people’s choices were not always supported or respected.

We saw other people chatting and laughing between themselves at the dinner table, these people were able to make choices about their daily routines. One person went out with their relative and returned later in the day following lunch in the community.

The provider did not always ensure people received consistent, person‑centred support, and some people’s emotional needs were not always responded to. We observed one person who wandered frequently seeking reassurance, but staff did not always respond to them. However, we did see the registered manager offer kind and supportive reassurance on 1 occasion.

When people became unwell, staff took appropriate action and sought healthcare support, as seen on the day of inspection when professionals were called to assess a person who had suddenly become unwell.

Staff generally listened to and understood people’s needs, views and wishes. We also observed staff respond to people in the moment to minimise discomfort, concern or distress.

The provider cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care.

Staff told us they felt well supported in their roles at Dresden House. Two employees explained they had previously left the service but chose to return because they valued the positive working environment and the support, they received from the management team.

Staff had access to supervision, training and regular guidance to help them carry out their duties effectively. One staff member said, “The managers always listen to us. They step in and help on the floor when needed, so they understand what’s happening day to day. Any issues are dealt with quickly, and they are easy to contact even when they’re not on shift.”

The registered manager also described how they made adjustments to enable a staff member to continue practising their religion at work, demonstrating a commitment to supporting individual needs within the team.