Dixon Dunn Care Solihull Limited Also known as Home Instead - Solihull

On this page

• Overview
• Assessing needs
• Delivering evidence-based care and treatment
• How staff, teams and services work together
• Supporting people to live healthier lives
• Monitoring and improving outcomes
• Consent to care and treatment

Effective – this means we looked for evidence that people’s care, treatment and support achieved good outcomes and promoted a good quality of life, based on best available evidence.

At our last assessment we rated this key question good. At this assessment the rating has remained good.

This meant people’s outcomes were consistently good, and people’s feedback confirmed this.

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 made sure people’s care and treatment was effective by assessing and reviewing their health, care, wellbeing and communication needs with them.

The registered manager assessed people’s needs before care started to ensure the service could safely and effectively meet those needs in their home. The manager considered physical health, mental wellbeing, mobility, communication needs, and risks associated with care delivery, and identified environmental risks to support safe care planning.

People and their relatives were involved in decisions around their care. The service only accepted care packages where they were able to safely meet the needs of the person.

Staff regularly reviewed and updated care plans to ensure accurate information was available to support safe care at home.

Staff supported one person to access funding for manual handling equipment, which improved their dignity and reduced anxiety.

The provider planned and delivered people’s care and treatment with them, including what was important and mattered to them. They did this in line with legislation and current evidence-based good practice and standards.

Staff delivered care in line with best practice, supported by effective training systems that ensured they had the skills and knowledge needed for their roles.

Care plans offered clear and detailed guidance, particularly for people with specific health conditions such as Parkinson’s disease and diabetes, enabling staff to provide safe and effective support. Staff were able to recognise changes in people’s health and took appropriate action to escalate concerns. The service worked collaboratively with healthcare professionals to promote coordinated care and achieve positive outcomes for people.

The provider worked well across teams and services to support people. They made sure people only needed to tell their story once by sharing their assessment of needs when people moved between different services.

Staff worked in partnership with healthcare professionals such as district nurse and occupational therapist to deliver coordinated care, including joint assessments and the use of specialist equipment. This collaborative approach supported safe practice, promoted dignity, reduced anxiety, and, where appropriate, enabled more efficient care delivery.

Staff worked effectively as a team, supported by regular meetings and supervisions to share good practice. The provider’s head of training delivered guidance, monitored competency, and provided ongoing support to ensure staff could safely meet people’s complex health needs.

The provider supported people to manage their health and wellbeing to maximise their independence, choice and control. Staff supported people to live healthier lives and where possible, reduce their future needs for care and support.

People were supported by a consistent, core staff team who knew them well, enabling early identification of changes in health or wellbeing. Staff supported people to access healthcare professionals when required and worked proactively to ensure timely intervention.

People were encouraged to maintain a balanced diet, remain physically active, and engage in meaningful activities that supported their overall wellbeing. Risks to health were appropriately assessed and managed, promoting both safety and independence.

People were supported to maintain a healthy diet, with staff having the knowledge to meet nutritional needs, particularly for those living with dementia, for example using different coloured plates to support visibility and encourage eating.

One person who was borderline Type 2 diabetic and not receiving medication was supported by staff to manage their condition through lifestyle changes. Staff promoted a balanced diet and supported the person to reduce their glucose intake. This approach helped the individual to reduce unhealthy snacking, adopt healthier meal choices, and lower their overall risk of developing more serious health complications.

The provider routinely monitored people’s care and treatment to continuously improve it. They ensured that outcomes were positive and consistent, and that they met both clinical expectations and the expectations of people themselves.

Staff supported people to access a range of healthcare services, including GPs, dentists, opticians, and other specialists. The service demonstrated a flexible approach, with staff and management responding to changes in people’s needs. Staff told us they had regular opportunities to identify and report concerns, and adjustments could be made quickly, for example changing visit times to accommodate medical appointments.

Staff recorded daily care interventions and tasks completed on their electronic devices which managers could oversee. For people with conditions such as Parkinson’s or diabetes staff monitored their health.

Staff monitor skin integrity, pain, and the risk of sores, with clinical oversight provided by district nurses for ongoing wound care and dressings. Care staff remain vigilant for any deterioration, including changes in skin condition, increased discomfort, or issues with dressings such as loosening or leakage, and report concerns promptly to the district nursing team and the office/on-call service. Prescribed topical treatments are applied in line with medication records, alongside the use of a prescribed soap substitute to support overall skin health and prevent further breakdown.

where needed staff provided consistent prompts to encourage leg elevation when seated, recognising this as a key preventative measure to reduce swelling. These coordinated interventions support effective symptom management, helped maintain skin integrity, reduce discomfort, and minimise the risk of further complications.

The provider told people about their rights around consent and respected these when delivering person-centred care and treatment.

Staff demonstrated a clear understanding of consent and the principles of the Mental Capacity Act (MCA). They recognised the importance of seeking consent and involving people in decisions about their care, consistently communicating to ensure agreement before providing support.

Effective systems were in place to record consent, including details of people’s capacity and any Lasting Power of Attorney arrangements. Staff obtained and documented consent to care and information sharing at the start of the service.

One staff member told us, “I always seek consent from people, it is important to communicate with people to ensure I get consent before I do anything.” Another staff member said, “I always ask for consent before carrying out any tasks, ensure dignity by covering [Name] with a towel, and make sure doors are closed.”

MCA assessments and best interest decisions were completed where required, with clear, decision-specific records that reflected people’s individual circumstances. Staff received training in the MCA and applied this in practice, ensuring people understood and consented to their care throughout support activities.