Dana Home Care

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 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.

Observations confirmed a positive culture. Managers promoted person-centred values and leaders discussed the importance of independence, choice and human rights, particularly within the supported living model. Staff understood these expectations and reflected them in practice through their support of people's routines, preferences and community involvement.

Staff spoke positively about the culture of the organisation and described managers as approachable and supportive. Relatives also described positive relationships with leaders and gave examples of concerns being listened to and acted upon. Leaders promoted a culture that focused on helping people live independent lives, maintain meaningful relationships and participate in their local communities.

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.

Staff told us managers were visible and supportive. Relatives spoke positively about managers and gave examples of concerns being listened to and acted upon. One relative told us, "[Manager] is very good, [they] listen and get things done."

Leaders demonstrated a clear understanding of people's rights, independence and quality of life. They promoted support that reflected individual preferences and needs.

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

Staff said they felt confident raising concerns, seeking support and sharing ideas for improvement. Staff described open communication within teams and said they received guidance when issues arose.

People and relatives had opportunities to share their views through reviews, meetings and ongoing discussions about care. Records showed feedback from people, relatives and staff informed care planning, support arrangements and service improvements.

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.

Leaders demonstrated a commitment to supporting staff from different backgrounds and circumstances. Staff described receiving support from managers, including adjustments following maternity leave and changes in personal circumstances.

Leaders considered equality, diversity and inclusion in recruitment, training and workforce development. Staff had access to training and development opportunities regardless of role or background.

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.

Managers monitored quality through audits, incident reviews and action plans. Leaders reviewed areas including MCA [Mental Capacity Assessment] documentation, medicines management, environmental safety, infection control and people's feedback, and tracked actions to completion.

Service delivery reflected the systems and processes described by leaders. Leaders understood the principles of supported living and maintained a clear separation between people's accommodation and the care they received. People lived under separate tenancy arrangements and were able to choose who provided their care and support. Managers promoted people's rights as tenants, alongside independence, choice and control.

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.

The provider worked in partnership with people, families, professionals and community organisations to improve outcomes and quality of life.

Staff worked alongside colleges, day services, occupational therapists, psychologists, speech and language therapists, healthcare professionals and social workers. Records showed professionals contributed to assessments, reviews and support planning.

Relatives described positive working relationships with the service and said staff involved them in discussions about care. People accessed community activities, education, shopping, religious services and family relationships that were important to them.

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.

Leaders reviewed incidents, feedback and outcomes to identify opportunities to develop practice. Staff contributed to discussions about improvements and learning.

Records indicated learning resulted in practical changes to care, staffing arrangements, environments and support approaches. Leaders worked with professionals and families to improve outcomes and adapt support when people's needs changed.