Archived: DCA Alderwood North

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.

This is the first assessment for this newly registered service. This key question has been rated good. This meant people were supported and treated with dignity and respect; and involved as partners in their care.

This service scored 70 (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. We observed interactions between people and their care staff teams which were kind, caring and respectful. Members of staff knew the people they supported and they delivered care with kindness and compassion.

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 lived in their own homes independently, and they were treated as individuals. People’s homes and personal space were unique and specific to them.

The provider promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing. People were supported to maintain their independence. We saw evidence they made choices and had control of their lives. For example, one person chose the activities they enjoyed doing, a jigsaw puzzle and then they indicated when they wanted the inspector to leave their home. This was recognised by staff who knew the person and how they indicated they wanted someone to leave or if they indicated they were unhappy.

The provider listened to and understood people’s needs, views and wishes. Staff responded to people’s needs in the moment and acted to minimise any discomfort, concern or distress. Members of staff knew people and were able to respond appropriately to changes in people’s needs or when they made choices to engage in an activity or wanted to do something different. People had consistent staff teams who worked with them regularly. This meant staff teams got to know people and how to recognise when their needs changed or if the person changed their mind about things and made a different choice.

The provider did not always care about and promote the wellbeing of their staff. They did not always support or enable staff to deliver care effectively. Feedback from staff indicated workforce well-being was not supported by the local management team. There was a disconnect between the staff who supported people and the management team in the office. Staff told us the management team didn’t spend time with people and they were not accessible when staff wanted support.