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

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 82 (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 service had a positive culture focused on person-centred care and continuous improvement. The Registered Manager promoted openness and accountability.

The provider promoted a shared direction and positive culture through clear values and a consistent vision for the service. These were set out in the Statement of Purpose and reflected a commitment to delivering high-quality, person-centred care. The values promoted openness, inclusivity and respect, ensuring that people using the service remained at the heart of all support provided.

Leaders actively embedded this culture by engaging with staff through regular team meetings and supervision sessions. These provided opportunities to reinforce expectations, discuss the service’s vision, and ensure staff understood how their roles contributed to achieving positive outcomes for people.

Staff described the culture of the service as positive and supportive. Staff told us they were supported not only to carry out their duties, but also to understand the importance of their actions and how these aligned with the provider’s overall ethos.

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.

The Registered Manager was experienced and supported by senior leadership and peer networks. Leadership was visible and focused on quality and staff support.

The service had a clear leadership structure, supported by a wider organisational framework. The Registered Manager received regular support through weekly meetings with the CEO, peer networks, and monthly governance meetings, with performance oversight maintained through KPIs, quality assurance activity and operational data.

Leaders were visible and accessible, with staff confirming managers were regularly present and, at times, supported shifts. This enabled prompt awareness and resolution of issues affecting people and staff. Staff spoke highly of the leadership approach, with comments such as, “I have the best manager in the world… she is positive and always looks for ways to ease our problems,” and “My manager shows me respect and appreciates my hard work.”

Feedback consistently described leaders as “approachable,” “supportive,” and “responsive,” creating an open culture where staff felt listened to and confident to raise concerns. One family member said, “We can contact the office over anything even something trivial. The company has set up a portal which is helpful, we have instant access to our relative to see how they are and this has enabled us to have holidays and recharge our batteries.” This reflected a compassionate and inclusive leadership style that valued staff and people which contributed to positive outcomes for people using the service.

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

staff felt safe and confident to raise concerns. A clear whistleblowing policy was in place, supporting transparency and enabling staff to speak up without fear.

Staff were encouraged to share concerns through regular communication, including team meetings, supervisions and staff surveys. These systems supported an open and honest environment where feedback was welcomed.

People, relatives and staff confirmed they felt able to speak up and be heard. Staff described the culture as open and supportive, with opportunities to raise concerns, seek guidance and share ideas. One relative told us “I have not had any reason to complain about the care received or the carers. If I did have any concerns, I am confident to raise issues and I would contact the office.” Another relative said “I find it easy to contact the office on the occasion I have had to call them. They are all pleasant and deal with any issues quickly.”

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 demonstrated a commitment to equality and inclusion, including protecting staff from discriminatory practices and promoting a respectful working environment.

The provider promoted a positive and inclusive workplace by supporting staff wellbeing through initiatives such as an Employee Assistance Programme, mental health first aid and staff recognition schemes. This contributed to good morale and staff retention.

Staff were kept informed and engaged through regular communication, including team meetings, daily “huddles” and digital messaging systems.

Staff confirming they felt respected, treated fairly and supported in their roles. Reasonable adjustments were made where required, ensuring individual needs were recognised and discrimination was not tolerated.

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 effective systems and processes to monitor the quality and safety of the service. This ensured risks were identified, reviewed and mitigated, enabling people to remain safely in their own homes while receiving good quality care.

Governance arrangements were embedded and operated consistently. Audits and quality checks were completed in line with the provider’s procedures, including reviewing care plans and risk assessments when people’s needs changed.

The provider also carried out regular monitoring activities, such as spot checks and telephone assurance calls, to review the quality of care being delivered and gather feedback. This information was used to identify areas for improvement and maintain oversight of people’s experiences.

There was a clear management structure in place. Staff understood their roles, responsibilities and lines of accountability. Management maintained effective oversight of the day‑to‑day running of the service, ensuring safe, person‑centred and well‑coordinated care.

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 demonstrated a highly proactive and impactful approach to partnership working through a dedicated Community Network Hero who engaged extensively with local groups, including older people, dementia networks, and culturally diverse communities.

The provider developed strong, sustained relationships with organisations such as Age UK, care homes, and community leaders, which improved access to services and reduced barriers for people who may otherwise struggle to engage. This included delivering sessions in community languages, such as Punjabi, and promoting culturally appropriate engagement to ensure inclusion.

This approach had a clear and measurable impact on people’s wellbeing. Community activities and engagement reduced social isolation, supported mental health, and encouraged participation from people, families, and carers. Awareness sessions on dementia, Parkinson’s, and scam prevention improved people’s knowledge, confidence, and ability to seek support early.

Staff embedded this work into care planning and signposting, enabling more personalised and responsive support. One staff member said, “You’ve got to build the relationship… it has to be authentic,” reflecting a strong values-based approach.

The provider demonstrated tangible outcomes from this work, including 22 service enquiries directly linked to community engagement activity and at least three confirmed care pathways, including ongoing and end-of-life care. This enabled earlier identification of need, more timely access to care, and improved continuity of support.

Overall, this approach showed exceptional impact by improving access, reducing inequalities, strengthening community trust, and delivering measurable improvements in people’s wellbeing and outcomes.

The provider had a strong focus on continuous learning, innovation and improvement across the organisation and local system. They always 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 demonstrated innovative practice through its involvement in Project Tomato, a collaborative initiative with Bournemouth University to improve nutrition and hydration for people living with dementia.

Staff applied this learning in practice, adapting food presentation, timing, and the mealtime environment to meet individual needs. This improved people’s mealtime experience, supported dignity and choice, and increased engagement with eating and drinking. Staff also recognised the importance of social interaction at mealtimes, helping to reduce anxiety and encourage intake.

This work led to improved outcomes for people, including better nutrition and hydration, increased comfort during meals, and a more positive dining experience. One relative said, “They’ve really understood what works for my mum. She’s eating better now and seems so much calmer at mealtimes.” Another shared, “The way staff take their time and make meals social has made a big difference to his quality of life.”

Relatives reported increased confidence that their loved ones’ needs were understood and consistently met. Staff also described improved confidence and competence. One staff member said, “The training completely changed how I support people at mealtimes – I feel much more confident and can see the difference it makes.” A professional commented, “This is a great example of research being translated into real improvements in care.”

The provider co-produced practical guidance for care professionals and families, which was shared nationally, including via Age UK and Admiral Nurses, demonstrating wider sector impact. Learning from the project was embedded into internal training, ensuring sustained improvements in practice.

Overall, this work demonstrated measurable and meaningful improvements in people’s nutrition, dignity, and quality of life, supporting the justification for an exceptional rating.