Newgencaregroup (Dorset)

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 established a positive culture that was person-centred, transparent, inclusive and empowering. Managers and staff, we spoke with, demonstrated a good understanding of equality, diversity and human rights, and explained how they prioritised safe, high-quality, compassionate care. Managers shaped the culture by engaging with staff, people, their relatives and others important to them, and with other stakeholders. The provider had a clear vision and values, which included compassion, integrity, excellence, teamwork, respect for individuality, privacy, and right to make choices about own life. A staff member said, “I am proud to work for NewGenCare Group (Dorset) because staff genuinely care about the individuals and aim to provide good quality support.”

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.

Leaders understood the challenges of delivering care across multiple locations and supporting lone workers. They were visible and approachable and provided guidance when staff needed support. Leadership behaviours reflected compassion and respect, promoting a positive working environment. There were suitable policies and procedures that reflected best practice and legislation.

Staff described managers as supportive and knowledgeable about people’s needs and the realities of homecare delivery. Comments included, “I have regular supervisions and they're genuinely useful. I can talk about how I'm getting on, raise anything that's bothering me, and ask for help when I need it. Being around experienced staff who actually take the time to show you things not just tell you has built my confidence up a lot.”

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

Staff had access to the whistleblowing policy. They were encouraged to speak with the registered manager in the first instance if they had any concerns. Staff were also reminded that they could raise concerns externally with the local authority or CQC if they did not feel comfortable reporting issues internally.

Management operated an open-door policy and were responsive, offering advice about visits, support with completing paperwork, and day-to-day guidance whenever needed. There was a positive culture of speaking up. Staff told us they felt listened too, and there was an open and honest culture.

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 service had an open, inclusive recruitment policy. Management ensured equity of opportunity and experience for the workforce within their place of work, and throughout their employment. Policies and practices supported fair treatment and respect for diversity. Staff felt valued and supported regardless of their background.

This helped create a stable workforce capable of delivering consistent care.

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 had clear systems for oversight and quality monitoring. There were various quality assurance systems and checks in place. These included audits on care notes, care plans and medication. Information from audits, reviews, incidents and feedback was used to identify themes and drive improvement. Leaders maintained oversight of care delivery and staffing arrangements.

Governance processes supported sustainability and helped ensure the service continued to meet people’s needs safely and effectively.

The registered manager had made notifications to CQC as required by law. A notification is the action a provider is legally bound to take to tell us about any changes to their regulated services or incidents that have taken place in them. Policies and procedures underpinned all working practices within 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.

The provider worked with external partners, including health and social care professionals, to support people’s care. Information sharing supported timely responses to concerns and promoted continuity. This partnership working helped people remain supported in their own homes.

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 provider had systems to learn and improve based on their own quality audits as well as feedback from people, staff and stakeholders. Leaders encouraged learning and reflection across the service. The registered manager and staff completed a range of training and had regular meetings to discuss best practice. Staff were supported to reflect on practice and develop their skills.

This demonstrated a commitment to ongoing improvement within the service.