Dorset Domiciliary Care Agency

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 service 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.

Management told us the provider’s values were empowering, together, honest, outstanding and supportive. These were on display within the office and discussed during team meetings. Management told us they were assured staff worked in line with the values through spot checks.

The service 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.

Management were knowledgeable, understood their responsibilities, and took action to make improvements when required. Staff spoke positively about management. One staff member told us, “They are very helpful and knowledgeable, and supportive, it doesn’t take long to respond to any issues.”

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

The provider sought views of stakeholders. People and relatives told us they were happy to speak with staff or management to raise any concerns. Staff told us they would speak to management if they had any issues. Policies were in place and a freedom to speak up guardian was appointed, which supported this culture.

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

The provider actively promoted equality, diversity and inclusion, supported by policies to prevent discrimination. Independent and confidential support for staff wellbeing was available through an employee support programme. For example, in areas such as, mental health, retirement and pensions. Staff described an inclusive workplace. A staff member said, “We treat everyone with dignity and respect, we make sure everyone is treated equally, among staff and the people we support.”

The service 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 act on the best information about risk, performance and outcomes, and share this securely with others when appropriate.

The provider had a well-defined governance system, with clearly assigned roles and accountability. Governance systems were operating effectively which enabled management to have oversight of the service. There were a range of audits and checks within the service. These created action plans where appropriate. These action plans fed into the provider’s main and ongoing improvement plan with clear goals, actions and outcomes. This enabled the provider to drive improvement.

The service understood their duty to collaborate and work in partnership, so services work seamlessly for people. They share information and learning with partners and collaborate for improvement.

The provider worked in partnership with health and social care professionals to improve outcomes for people. Staff told us they worked with healthcare professionals regularly, supported people to attend their appointments and documented healthcare professional’s input. Health and social care professionals did not express any concerns about working with the provider.

The service 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 contribute to safe, effective practice and research.

Management was committed to learning and continuously improving the service. An action plan was in place to drive improvement. Staff meetings and supervisions enabled collective problem solving and learning from incidents.