Destiny Support Care

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 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.

Staff were positive about the culture and approach at the service. A member of staff told us, “Ideas and suggestions are greatly received by management in my experience. They are a company that goes above and beyond what is expected of them.”

Staff felt proud to work for the service and were committed to provide a good standard of care. They understood the goals of the service and how they could share ideas for improvement.

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.

Staff spoke positively about the leadership at the service. A member of staff told us, “Managers are approachable and supportive. They get us (staff) involved by asking us to give our suggestions and ideas.” Another member of staff told us, “The management are approachable, and they encourage staff to speak up if they are struggling or need help or just have questions. Monthly supervisions also give me a chance to discuss any concerns, and management listen and offer support.”

The management team were experienced, qualified and knowledgeable in their roles. The registered manager had a long-standing career in care and had led the service for many years.

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

Staff felt they would be listened to if they spoke up. A member of staff told us, “I feel able to speak up at work and have access to the whistleblowing process if needed. Management encourages staff to raise any concerns.”

The provider made available several methods and opportunities to staff to enable them to speak up. These included supervision sessions, team meetings, surveys and an ‘open door’ policy at the office.

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 had a suite of policies to support equality, diversity and inclusion.

All staff were invited to participate in opportunities for them to provide feedback on their experiences. All staff confirmed the provider was accommodating to their specific personal circumstances and felt their cultural differences were welcomed.

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 used an electronic system to help them monitor the care provided. For example, they could complete checks to ensure that staff arrived at their care visits on time and for the correct duration.

There was a system of audits and checks including care plan, medicines and quality audits. Using these, alongside spot checks of staff practice and satisfaction surveys, the provider had oversight of the service and ensured that people were experiencing care in line with their expectations.

Staff told us they knew their roles and responsibilities and were positive about the management and running of 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.

There was a clear system to ensure partnership working with health social care professionals, and local partners.

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’s quality assurance system covered all aspects of the service and included people’s experiences, and feedback received. Where learning was identified, this was approached positively.

The provider was linked to the local care providers association, and confirmed they used this resource to access training, support and current best practice.