Dimensions Warrington Domiciliary Care Office

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• 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.

This is the first assessment for this newly registered service. This key question has been rated 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 71 (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 were aware of the service’s values, which were also displayed in the office. The service had a positive culture, and managers were both visible and actively involved across all locations.

Manager meetings were held to enable registered managers to share learning regionally and discuss any concerns. Staff team meetings also took place, although their frequency varied across different locations.

Good news stories were shared, and both people and staff were celebrated at annual awards ceremonies.

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 provider and managers focused on how they could enable people to live a good life as part of their community. This was evidenced via involvement with families, support plans, goals and outcomes. All staff we spoke to provided positive feedback about the managers. One family member commented, “In my opinion it is well managed because they respond well to incidents, are helpful, supportive and they listen.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

Staff told us they felt able to raise any concerns with the management team and provider, and they felt listened to. They gave examples of occasions when they had raised concerns, which were addressed and resolved appropriately. One staff member commented, “All managers are approachable, and would support staff with 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. Policies were in place to support equality, diversity and inclusion. Training, recruitment processes, and records demonstrated the provider followed these policies and upheld the principles of equality, diversity and inclusion.

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.

We found some improvements were required to ensure care plans were accurate and complete. For example, some care plans contained duplicate or conflicting information, while others included limited health information for people. Registered managers were responsive to feedback and took action to address these issues.

Some staff supervisions and training were overdue; however, these had been identified and already scheduled by the manager.

Managers completed regular audits and developed action plans, with evidence demonstrating identified actions had been implemented and improvements achieved in response to concerns.

The service operated in line with the Right Support, Right Care, Right Culture model. Care and support was designed to promote choice and independence, was person centred, and reflected a positive culture throughout the service.

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.

Feedback from partners was positive. They acknowledged good working relationships with the teams and provided examples of how this collaboration had led to positive outcomes for people.

Concerns were raised about some locations of supported living at the end of 2024. An action plan was implemented, and the provider worked with other professionals to address the issues.

One professional commented, “The registered manager has been open and transparent and seems to have managed the service well.”

People were encouraged to engage with their communities as much as possible, including attending day centres and volunteering.

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.

Lessons learned were shared to improve the quality of care, and action plans were developed following service audits to support ongoing improvement.