Dovecote Manor Care Home

On this page

• Overview
• Shared direction and culture
• Capable, compassionate and inclusive leaders
• Freedom to speak up
• Workforce equality, diversity and inclusion
• Governance, management and sustainability
• Partnerships and communities
• Learning, improvement and innovation

Well-led – this means we looked for evidence that service leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture.

At our last assessment we rated this key question good. At this assessment the rating has remained good.

This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred 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 had a shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities.

Staff and leaders demonstrated a positive culture which promoted trust between them and the people living at Dovecote Manor Care Home.

Minutes from staff, people and relative’s meetings showed opportunities for all to comment and provide meaningful input.

The provider had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.

The manager was new to position, not to the home, as they were previously deputy manager. The manager is in the process of registering with CQC as registered manager for the service.

Staff told us that they felt supported and valued by the manager. One staff member told us, “The manager is very hands on, they are everywhere, they check we know what we are doing, they are a good manager.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. People, relatives and staff told us they would feel able to speak up if they had any concerns.

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who worked for them.

The manager had effective ways to enable staff to be part of an inclusive culture. For example, there were regular staff meetings and staff received one to one supervision. The manager told us that they ensured that they were available to staff and that they actively listened.

One staff member told us, “I don’t think I have needed to raise a concern here, but I would be confident to and would feel it would be addressed.”

Although we identified the provider’s governance around medicines and environmental risk relating to the hot food trolley needed improvement. Overall, we found the provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

The provider used a range of audits and quality assurance systems to monitor the quality of the service. Whilst some concerns relating to PRN protocols and medicine had not been identified or rectified following audits, these were addressed immediately following our inspection and changes to systems were made to minimise the risk of these occurring again.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement.

Records showed that staff had contacted a range of health and social care professionals for people as their needs changed and specialist teams were needed to maintain their wellbeing.

The provider focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe, effective practice and research.

The manager had oversight of performance across the service, proactively using lessons learnt to enable staff to develop and ensuring actions found were implemented.