Dorset Supported Living

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 inspection we rated this key question good. At this inspection 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 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 service 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.

Staff knew and understood the values of the service, being excellence, passion, integrity and caring. Staff told us they worked well as a team and enjoyed working at Dorset Supported Living. One said member said, “I believe the culture is positive, supportive and person-centred, with staff working together to provide safe, high-quality care.” Another staff member told us, “I believe the culture is caring, supportive, and focused on achieving positive outcomes for the people we support. Staff work well together and are encouraged to provide high-quality care while continually improving practice.”

The service 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.

Management was visible and accessible in the service. They were passionate about their roles. Staff told us management was supportive and approachable. Comments included, “I feel supported by the management team. They are approachable, responsive, and available to provide advice whenever needed. Regular communication, supervision sessions, team meetings, and recognition of staff contributions help create a positive working environment. Management listen to staff feedback, provide opportunities for training and development, and encourage open communication”, and “If I need advice or have any concerns, I know I can speak to them and they will help.”

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

Staff told us they felt able to raise concerns to management and they would be taken seriously and addressed. Safeguarding was discussed at team meetings and a freedom to speak up policy was in place. This created a culture of openness.

The service valued diversity in their workforce. They work towards an inclusive and fair culture by improving equality and equity for people who work for them.

The service had an equality and diversity policy in place and staff completed relevant training. Staff told us they felt supported at work. A staff member said the provider, “values both the people it supports and its staff.”

The service 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 act on the best information about risk, performance and outcomes, and share this securely with others when appropriate.

People provided positive feedback about the management of the service. Staff spoke positively about management and told us they felt able to go to them for support if needed. Governance systems were operating efficiently. Management used effective systems to monitor care delivery and staff activity, ensuring accountability and continuity of care whilst driving continuous improvement.

The service understood their duty to collaborate and work in partnership, so services work seamlessly for people. They share information and learning with partners and collaborate for improvement.

Staff told us they worked closely with health and social care professionals. A staff member said, “All professional contacts, advice, and outcomes are documented within the individual’s care records.” Health and social care professionals did not share any concerns about working with the service.

The service 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.

Systems and processes supported ongoing learning and development, including an action plan and regular team meetings. Management told us of their plans to further develop their process for capturing peoples’ voices and choices, and the actions taken following this.