Drovers House

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 inspection we rated this key question good. At this inspection the rating has remained 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.

People told us they felt valued and listened to, and we saw staff taking time to offer reassurance, comfort and meaningful engagement.

People spoke highly of the care they received, describing staff as 'professional', 'outstanding' and 'caring.'One person told us, "They (staff) listen to me even when I moan or feel sorry for myself. I've had so many hugs since I've been here." Another person said, "The staff are good fun. They are caring and they are very polite. They're good with everyone here."

Throughout our inspection we observed positive and caring interactions between people and staff. People appeared relaxed and comfortable with staff supporting them. There were frequent moments of friendly conversation, with people smiling, laughing and interacting confidently with staff.

A healthcare professional who visited the home often told us, “Nothing is too much trouble. They give proper care. Staff are very respectful. I hear them always laughing and joking with people.”

Staff spoke about people in a respectful and positive way, demonstrating an understanding of their preferences, individuality and what mattered most to them. Care was delivered in a way that upheld people’s privacy and dignity, with attention given to personal choice, communication needs and respectful support during daily activities.

The provider treated people as individuals. They took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

Staff demonstrated a strong commitment to recognising and valuing each person’s individuality. They told us how they took time to learn about people’s backgrounds, histories and what mattered to them. Staff greeted people by name and we observed warm, trusting relationships.

One staff member explained how they used music to help people share memories, saying, “Sometimes we put music on, and it triggers memories, people will then tell us their stories, their history. It’s nice to listen to them tell you stuff… it is a 2-way friendship.” Another staff member described adapting their communication style for a person who needed patience and time, showing an understanding of what helped that person feel comfortable.

Activities were planned around people’s interests, life experiences and personal histories. The activity team organised meaningful outings, such as a visit to a switchboard museum, prompted by a person who had previously worked as a telephonist, and a trip to a Royal Air Force base, for people who had previously served, or shared an interest, in the forces. People told us how much they enjoyed these outings and the positive impact they had on their wellbeing.

Staff also ensured people who preferred to stay in their rooms, or were unable to join group activities, were not overlooked. Activity staff told us how they ensured they divided their time between bigger activities and 1 to 1 engagement with people. Activity packs were created with personalised options for people to complete independently or with staff support. We saw these being used around the home, helping people remain engaged in ways that suited them.

A member of the activities team told us, “It’s nice to chat to people as friends. I think it makes them feel seen as an individual, not just a number. If someone has taken an interest in you, you walk a bit taller.” This reflected the culture within the home, where people were treated as individuals and supported to feel valued, understood and respected.

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 encouraged to maintain their independence, and the environment supported this well. Facilities such as the on‑site shop and café, enabled people to make everyday choices about how they spent their time, who they engaged with and what items they wished to purchase. These spaces promoted autonomy and helped people remain active in decisions about their daily lives.

People told us they felt supported to do as much as they could for themselves. One person said, "I make my own breakfast, and they (staff) let me do stuff for myself. They don't interfere unless I want it. They let me be independent. They help me if I need it."Another person told us, "The staff support me to keep as independent as possible."

Staff described how they encouraged people to remain independent wherever possible. One staff member said, "We let people do things as much as they can. Even if they do it wrong it doesn't matter. We are there, but them trying is more important than the end result."This reflected a positive approach that valued people’s abilities and promoted confidence.

People were supported to make choices about their routines and activities. There was a range of activities available to engage and stimulate people. The provider invested in creating an environment which promoted independence, choice and control as well as initiatives such as gardening competitions, trips out and regular music sessions. Activity staff within the provider group met regularly to share ideas and were supervised and supported by an activities manager.

The provider did not always listen to and understand people’s needs, views and wishes. Staff did not always respond to people’s needs in the moment or act to minimise any discomfort, concern or distress.

Staff were available but did not consistently respond to people’s needs in the moment or provide timely encouragement when it was required. Staff support and availability varied between the households in the home, and therefore some people had a more positive experience than others. During the inspection, we observed 1 person who had fallen asleep at the dining table. Staff did not acknowledge this, offer reassurance, or consider alternative ways the person could be supported more comfortably This indicated inconsistency in how staff recognised and responded to people’s immediate comfort and wellbeing needs.

Some relatives, shared concerns staff were not always available. Relatives felt people’s increasing needs meant staff were often busy providing essential care, which limited their ability to provide emotional reassurance, engagement or social interaction.

Despite this, people told us there were enough staff available and that staff generally responded when they needed assistance. One person said, "When I press my call bell, the staff come quickly."Another told us, "I have a call bell. It's always close to me. When I press it, someone comes very quickly. That is during the day and the night time."

The provider has invested in acoustic monitoring, which meant people's needs were identified and responded to overnight, without staff needing to enter their room unnecessarily. People and staff told us this provided reassurance without disturbance.

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

Staff were consistently positive about the provider and leadership within the home. Staff told us they felt valued, listened to and supported. One staff member said, “Everybody is nice. Everybody listens. If I need something they will take action. Not just for the residents, for me as well.”

The provider’s processes supported staff development. One staff member told us, “There are always opportunities to develop. They are always trying to push you to go higher.” Staff recognised many of the provider’s managers and senior managers had started as care assistants and this inspired them to develop and reassured them that leaders understood their day-to-day responsibilities.

There was a range of systems in place to support staff’s wellbeing including mental health first aiders and learning and development leads. Staff had the training they needed to carry out safe care and when an additional learning need was identified within the provider group, bespoke training sessions were created.