Dennyson Care 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.

At our last assessment we rated this key question requires improvement. At this assessment the rating has changed to 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 fostered a culture which promote trust, understanding, and compassion between staff and people using the service.

There was an open and transparent culture within the service. The registered manager had an open-door policy where people, relatives and staff could raise any issues or concerns they had.

People, staff, and relatives told us that the service was managed well and that they were able to speak with the registered manager as and when they wanted.

The management team operated an ‘open door’ policy. People and their relatives were encouraged to contact them if they had any issues and this helped to ensure the service ran smoothly. Staff were clear about their roles and responsibilities and felt valued by the management team.

People and their relatives told us the management team were approachable and included them in discussions about their care. People told us they were happy with the service provided.

Staff had a good understanding of the ethos of the service and were clear about their responsibilities. They understood their roles and told us they were supported by the management team. A member of staff told us, “The manager is fine, lovely person very supportive.” Another staff member said, “Yes, I feel supported from the office they help us a lot.”

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

The provider also had a whistleblowing procedure in place. Staff knew how to whistle-blow and how to raise concerns about any unsafe practice. A member of staff told us, “If you see something that is not right, you report it to CQC.”

Whistleblowing is the act of raising concerns about potential harm, risk, malpractice, or illegal activities within a social care setting.

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 ensured staff had fair treatment and equal access to opportunities, regardless of protected characteristics like race, gender, age, or disability. They had a culture where all staff felt a sense of belonging and were respected. Staff mentioned the culture of the service was good and there was an inclusive environment where they felt welcome.

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.

At the last inspection, we found although the provider operated systems and processes for monitoring and improving the quality of the service or mitigating risks, on a few occasions these had not been very effective.

During this assessment, we found improvements had been made around all of the concerns we identified at our previous inspection. There were a range of monitoring and audit tools to assess and monitor the delivery of care and support to people.

The provider also undertook spot checks with staff so they could directly observe them while they were providing care and support to people. This helped to ensure staff provided care and support to people to the required standard.

The registered manager was aware of their responsibility to inform CQC of events and incidents that happen within the service. They kept us up to date with any changes that happened at 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 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 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 registered manager kept themselves up to date with best practice as far as health and social care was concerned. They attended meetings with other providers and managers within their area to share ideas regarding how they managed their services and where improvements could be made.

There were processes in place to get formal feedback from staff, people who used the service and their relatives through satisfaction surveys. We looked at the report compiled from the latest satisfaction surveys. The feedback received was positive. Comments included. “My carer is always cheerful and makes me feel safe,” “Very good service.” and “Staff are kind and take the time to talk to me.”