Drumconner Lancing

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• 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 requires improvement. At this assessment the rating has changed to good. This meant people were supported and treated with dignity and respect and involved as partners in their care.

The provider was previously in breach of the legal regulation in relation to dignity and respect. Sustained improvements were found at this assessment, and the provider was no longer in breach of this regulation.

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 were treated with kindness, compassion and dignity, and staff consistently respected people’s privacy and individual needs. Visitors described the service as warm and welcoming, and said staff took time to understand people’s histories, preferences and what mattered to them.

A person said about staff, “They’re of a high calibre. They’re so lovely. They treat everyone the same. They make you feel special.” Another told us, “They’re very caring and very kind. I’ve got a good rapport with them, at every level.” A relative said, “‘They all recognise me and I’ve had a hug when I was sad and so has [relative].” Support was tailored to ensure people’s wellbeing. For example, staffing rotas had been adjusted so early risers could have a cup of tea and dedicated 1-to-1 time with a named staff member, which families said had a positive impact on people’s engagement and wellbeing.

People were treated with dignity and respect. We observed staff speaking to people in a considerate manner and maintaining privacy during care. For example, a staff member delayed administering eye drops to a person in the dining room, explaining they would wait until the person returned to their bedroom to ensure this was done in private.

A relative who was visiting a loved one who was very unwell said, “The care he’d received was exceptionally kind. You have peace of mind. They are very supportive and caring.”

People were treated as individuals and were actively involved in decisions about their care and support. The provider ensured care reflected people’s needs, preferences, personal histories, strengths, culture and protected characteristics. There was a consistent staff team who knew people well, which helped build trusting relationships and enabled staff to provide personalised and responsive support.

People spoke positively about the support they received and described staff as caring and attentive. A person told us, “They’re very good and kind. They’re never in a rush; they always have time for you. They have a chat with you. Nothing is too much trouble.”

We observed staff delivering care in a calm, respectful and unhurried manner. Staff explained what they were doing and sought people’s consent throughout interactions, promoting choice, control and dignity. There was a relaxed and positive atmosphere, with friendly conversation and laughter between people, staff and visitors. Staff demonstrated genuine warmth, kindness and empathy, taking time to understand not only people’s care needs, but also their emotional wellbeing and day-to-day experiences.

People were encouraged to personalise their rooms, helping them feel comfortable, valued and at home.

People were supported to maintain their independence and had choice and control over their care, treatment and wellbeing. Care plans were personalised, detailed and meaningful, clearly describing people’s preferred communication methods, interests, routines, emotional needs and health requirements. Staff used this information effectively to provide care that reflected people’s individual wishes, preferences and daily routines.

Staff understood the importance of promoting equality, diversity and person-centred care. A staff member told us, “It’s not treating everybody the same, treat them as individuals. We are all different.” Staff consistently encouraged people to do as much as possible for themselves and respected how people wanted their care and support to be delivered. A staff member said, “Let them do things for themselves, things they’re able to do, we give them choice about, how they want things to be done.” Another told us, “I like to feel that I have helped people with their day-to-day tasks, that I’ve supported them to be as independent as they can be and to know I am there to support them.”

Staff demonstrated a good understanding of people’s preferred routines and how these should be respected. They provided examples of how care was tailored around people’s preferences and choices. For example, a person preferred to have breakfast before personal care, while another chose to get up very early with night staff before returning to bed later in the morning. Staff adapted support to meet these preferences.

People’s independence was promoted using assistive technology, equipment and a thoughtfully adapted environment. A person who was significantly visually impaired told us the contrasting colours used in the décor helped them move around the home more independently and safely. We observed the person confidently walking along the corridor using their walking frame, and they explained the colour contrasts helped them identify where they were going.

The provider listened to and understood people’s needs, views and wishes, and staff responded promptly to minimise any discomfort, distress or concern. People told us they trusted staff and felt confident support would be provided quickly if they were unwell or upset. Staff were attentive and responsive, using their knowledge of people to identify early signs of distress or discomfort and recognise changes in mood, behaviour or presentation, enabling them to take timely and appropriate action. People’s care records clearly described potential triggers, and the actions staff should take to provide reassurance and reduce anxiety. For example, a staff member recalled a time recently when a person was having an anxiety attack. They said, “I took the time to sit with her and said, let’s just focus on one thing at a time, one step at a time.”

The provider had acted to improve response times to call bells following previous concerns. Staffing arrangements had been adjusted so that, during busy periods, 1 staff member was specifically allocated to respond to call bells. People told us this had led to more timely support, and during the inspection we observed call bells were answered promptly. A visiting professional told us, “Improved call bell monitoring systems and a dedicated call bell responder role have significantly reduced waiting times for residents. This has had a very positive impact on residents’ quality of life.”

The service worked closely with external healthcare professionals, to ensure people could access timely assessments, advice and interventions when needed. A health care professional told us in their experience, “Communication with the manager and nurses has always been excellent, escalation of health concerns is prompt, referrals are often discussed on the ward rounds and their communication with other healthcare professionals, such as the Parkinson's Disease Specialist Nurse is good.”

The provider promoted staff wellbeing and supported staff to deliver person-centred care. Staff spoke positively about working at the service and were open about the impact the previous CQC inspection had on morale and the working environment. Despite the impact of this staff consistently told us they were proud to work at the home and had worked together to drive improvements. A staff member said, “The camaraderie here. We all work well together to improve things for all. We are all on the same page.”

Staff described feeling valued, supported and motivated in their roles. Comments included, “I am proud to put my uniform on,” and “I’m not worried or stressed when I come to work. It’s not easy, but I love my job.” Staff told us the positive culture and supportive leadership helped them provide better care for people. A staff member said, “I wouldn’t go anywhere else, I feel secure here, I love this home. This is my happy place.”

Staff valued the employee of the month reward scheme and the workforce Christmas party. A staff member said, “They take us to a lovely hotel, there is food, drink and dancing laid on for us. It’s a lovely way to show we are valued and appreciated.”

The provider supported staff development and career progression. Some staff were undertaking nurse training through an apprenticeship scheme while continuing to work flexibly at the service, supporting a positive work-life balance. A staff member told us, “I feel so valued and privileged for being provided this opportunity.”