Disablement Association of Barking and Dagenham Also known as DABD (uk)

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

People were supported with support that was caring. Relatives told us people were treated with kindness and that they were supported to make choices for themselves where they could. Care plans contained information about supporting people to be as independent as possible. The provider took staff’s wellbeing seriously and staff told us they were happy working at the service

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.

Relatives told us that staff treated people in a kind and compassionate way. One relative said, “They both love each other [the person and the care staff member]. [Staff member] is very kind and caring.”

We heard that through the recruitment processes prospective employees were assessed to determine how they were caring, kind and compassionate towards the people they would be supporting. The provider told us that new staff were inducted and assessed and as their employment continued, they were continuously monitored to ensure they continue to possess the right qualities and attitudes.

The local authority reported that care plans were written in a person centred way setting out how to support the person with dignity.

Relatives told us they were happy with how people were treated. A relative said, “It’s been really good.” Another relative said, “I am happy with the service. The service they provide is very good.”

We heard that the provider monitored how people were treated by observing staff who delivered care. They told us how they observed the interaction between the person supported and the staff member particularly where feedback is difficult to ensure the staff member is working in a way that is respectful to the person and reflects the values of the organisation.

Managers told us that there are a number of ways they ensured that people were treated as individuals. We heard that people’s care was discussed as part of the supervision process and discussions about treating people as individuals was discussed as part of this. We heard that staff were made aware of policies and practices that reflect the high standards the organisation aimed to achieve in delivering care and support to people.

The local authority reported that care plans contained information about promoting people’s independence and providing staff with the knowledge to support this. Care plans included information about what people could and could not do for themselves. Relatives told us that where people were unable to make choices for themselves, they were involved in making choices for them. A relative told us, “[Person] does not have capacity to make a choice [about clothing]. We decide what they wear, not the carers.”

The Manager told us that staff were largely supporting people in the family home to provide a break for parents who were caring for others. Staff helped to prepare snacks and meals for the people they were supporting. The Manager told us how staff encouraged people to do as much of this for themselves as possible to maintain their independence.

The provider told us that their process of discussing people’s support needs with their families and will make agreed changes to people’s care plan to reflect their independence skills. This was communicated amongst the team to ensure that staff were aware of these changes that have been discussed.

We learnt that families were generally at home to offer support if there were any health needs that changed immediately. The Manager told us that staff were aware they could call the organisation’s central team if they needed advice and support. We were told that staff had been trained in first aid and basic life support so were able to offer emergency support if required.

We heard about the organisation’s approach to ensure the wellbeing of their staff. Senior staff us how they operated an ‘open door’ policy where staff can talk to them about any concerns they had. As recognition for hard work, we heard how the provider presents certificates to staff for their appreciation of the work they did.

The local authority reported that the provider sought to promote staff wellbeing, for example by a staff of the year award. They also found there was an employee assistance programme and wellbeing officer to help staff with any issues. There was also a staff newsletter to share news and keep staff updated with developments. The provider had a ‘Dignity at Work’ policy. The stated aim of this policy was to, “Convey the Company’s position to creating a workplace culture free from hostility, in which each member of staff is valued and enabled to develop to their full potential.” The results of the recent staff survey showed most staff felt valued by the provider and that they were happy working at the service.