James Dixon Court

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 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.

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.

The provider treated people kindly and respectfully, demonstrating empathy and compassion while maintaining privacy and dignity. Staff were observed to be friendly and professional, fostering positive interactions with people and colleagues from other organisations. One person we spoke with told us, “Staff are more than helpful. Some go out of their way to help. Any small things I want they [staff] get it for me.” A relative told us, “Day to day care is really, really good. They [Name] are very cared for; they are very safe.” A local child who visits the service frequently fed back, “I like how the people who help them are so nice to us and they make sure we aren’t tired after the walk, and they give us food and drinks, so we aren’t thirsty.”

The provider ensured people were treated as individuals, with care, support, and treatment tailored to their needs and preferences. Staff demonstrated a thorough understanding of each person, which was evident through their interactions and conversations with relatives and people. For example, one relative told us staff adapted their loved one’s meals to meet dietary requirements. A staff member explained how they raised concerns about a person who felt anxious about dining in the communal area. They suggested quieter mealtimes, and the registered manager implemented this adjustment and communicated it to the team to ensure the person’s individual needs were respected.

The provider promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing. We interacted with people utilising their own communication aids. The provider promoted this positive interaction. Staff and relatives, we spoke with told us the home needed more funds to support activities and decorating. One relative we spoke with said, “The management are trying to get things but it’s the funding.” A staff member commented on the building’s condition, stating, “The building needs so much. We put suggestions in, but they get blocked. The manager does his best.”

The provider understood people’s needs, preferences, and wishes. Staff responded quickly and appropriately, taking action to reduce any discomfort, concern, or distress. People told us staff were helpful and timely. One person said, “If I need help, I just press the buzzer and staff come straight away. There are enough staff to care.” Relatives we spoke with told us if their loved one required medical attention this was always sought quickly. We observed people having access to call bells/cords if required.

The provider demonstrated a commitment to staff wellbeing and actively supported staff to deliver person-centred care. A reward system was in place and accessible to all staff. Staff reported receiving regular supervision, which enabled them to reflect on their practice and raise any concerns. During an observed staff meeting, discussions focused on the absence of a staff room and the allocation of breaks; the registered manager listened to these concerns and subsequently implemented changes. All staff had access to the Employee Assistance Programme, which provided 24-hour support for staff wellbeing.