Dresden House Limited

On this page

• Overview
• Shared direction and culture
• Capable, compassionate and inclusive leaders
• Freedom to speak up
• Workforce equality, diversity and inclusion
• Governance, management and sustainability
• Partnerships and communities
• Learning, improvement and innovation

Well-led – this means we looked for evidence that service leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture.

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

This service scored 71 (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 had a shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities.

The provider had a clear statement of purpose which supported staff in understanding how to deliver care safely and consistently. Management were, open about the service’s limitations and recognised when people’s needs could no longer be met safely within the home. This helped ensure decisions were made in people’s best interests and aligned with the provider’s vision and values around equity, inclusion and human rights. By understanding their boundaries, the provider was able to work proactively with external professionals to ensure people received the right care in the most appropriate setting.

The provider had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.

The registered manager and deputy were respected and liked by people and the staff. Most people we spoke with knew who the manager was and knew who to speak to if they had concerns.

Staff spoke well of the management team and told us they felt supported in their roles. One staff member told us, “The managers are really fine, I can go to them, they help me with anything I ask them, they will get on the floor and help out.”

The provider fostered a positive culture where staff felt they could speak up and their voice would be heard.

The provider had a freedom to speak up policy and staff received training on speak up. ‘Freedom to Speak Up’ is an NHS initiative designed to make sure staff feel safe, supported and able to raise concerns. Staff told us that they could speak up if they had any concerns and they would be respected.

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.

Staff told us they were treated fairly at Dresden House. The registered manager outlined how adjustments were made to support staff with individual needs, indicating an inclusive approach to workforce management.

The provider did not always have effective accountability systems, which impacted upon the overall governance of the service.

Improvements were needed in how electronic care records were used, as they did not present people’s care in a clear or comprehensive format. This made it difficult to track and audit people’s needs and increased the risk of essential information not being handed over to support consistent care.

Governance processes also failed to identify issues with medicines storage and the management of PRN medicines, highlighting gaps in oversight. Other quality audits were more effective and helped ensure some areas of care delivery continued to meet the required standards.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement.

The registered manager engaged effectively with external partners, notifying the CQC as required and ensuring the previous rating was clearly displayed in line with regulatory expectations.

The management and staff engaged with external health and social care professionals, including community nurses, GPs and specialist teams, to ensure people received coordinated and safe support. Staff sought timely advice when people’s needs changed and shared relevant updates to promote continuity of care.

The provider focused on continuous learning, innovation and improvement across the organisation and local system.

The registered manager understood and upheld their duty of candour responsibilities, demonstrating openness and a commitment to continuous learning. They attended registered manager’s forums where good practice and new innovations were often discussed.

The management and staff worked with the local authority and safeguarding teams where needed, contributing to reviews and learning discussions to strengthen safety and improve outcomes for people.