Dynamic Viewpoint Healthcare Limited

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. 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 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.

The provider had a clear vision for the future of the service and wishes to expand in order to provide more local people with the support they needed. They were focused on providing person centred care to those with complex needs. Staff also shared this view and regular team meetings meant there was an open and transparent culture to share ideas and learning. One staff member told us, “Our manager often praises us when we’ve done well. There’s also a recognition board where good feedback from families or residents is shared, which is a nice morale boost.”

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.

People and their relatives spoke positively about the management of the service. Comments included, “The manager is a very very professional lady. My friend who knows care companies has said I’ve never really quite met anybody that’s so caring,” and, “Every time we talk the managers always seem to have a solution. They put me at ease. The manager is the right person for the job. [Person] is happy with all of them.”

Staff were supported by the management team, they spoke of an open and approachable culture where they could raise any concerns they had straight away.

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

Staff told us that they would not hesitate in raising any concerns and felt confident that these would be taking seriously. One staff member told us, “I can raise issues if something’s not working or I have concerns. Management listens and responds, and I’ve seen improvements happen because of staff input.” The service had a whistleblowing policy in place which staff demonstrated a good knowledge of.

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 provider had an equality and diversity policy in place and staff demonstrated good understanding of this. They had also received training in this area. There was a diverse staff team at Dynamic, and the management team showed a keen desire to ensure staff and people who use the service were treated fairly with dignity and respect.

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.

Quality assurance checks were regularly undertaken to ensure care was provided to the best possible standard. We identified that some care plans had not been dated and recommended this was done. The management team were receptive to this feedback and began to correct this immediately. The management team had a strong knowledge of the service and the needs of the people who used it. They maintained a focus on driving continuous improvements.

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 management team and staff worked closely with community-based health and social care professionals to maintain a high standard of care. The registered manager showed strong understanding of the importance of these relationships to drive continued improvement and provide a good quality service.

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 management team demonstrated a good knowledge of using feedback obtained from people and staff to shape the service. Staff spoke of confidence in approaching the managers to raise any concerns that they had. They felt heard and able to contribute. People also felt the same, one told us, “[Managers] are very efficient, helpful and very knowledgeable. They helped me get information that I needed. I feel listened to. Both managers have helped me out but in different ways. They have gone way and above from what I expected.”