James Dixon Court

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 68 (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 demonstrated a shared vision, strategy, and culture rooted in transparency, equity, equality, human rights, diversity and inclusion, engagement, and a clear understanding of the challenges and needs of people and their communities. There was a statement of purpose in place, and staff were fully aware of the home’s values and ethos. The provider actively supported staff development by offering opportunities for career progression within the organisation and access to qualifications, ensuring a skilled and motivated workforce aligned with the provider’s principles.

We found the provider had inclusive leaders at all levels who understood the context in which care, treatment and support were delivered. Leaders demonstrated the organisation’s culture and values and had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.

Documentation reviewed showed the registered manager had requested additional services from the provider, but these were declined due to funding constraints. This included requests for services such as a window cleaner.

There was evidence the provider visited the service regularly and undertook audits to monitor quality and compliance. These visits were intended to support the registered manager and ensure standards were maintained.

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

Staff told us the registered manager was approachable and supportive. Comments included, “[Registered manager is supportive],” and “I can go to management with concerns or issues.” However, some staff felt improvements were needed, although they acknowledged the registered manager was trying his best. One staff member told us, “[Registered manager] does his best but sometimes it gets blocked from above.”

All staff spoken with where confident in raising concerns if they needed too. They were aware of the whistleblowing policy and how their concerns can be escalated if needed. One individual stated they have never felt the need to raise a complaint; however, should the need arise, they would address it directly, as they feel comfortable and have confidence in management.

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. Staff had access to regular supervision and were encouraged to raise any concerns with their manager or team leader. We observed a staff meeting where team members were able to speak up, share ideas, and offer suggestions for improvements moving forward. One staff member told us their cultural background was acknowledged, accommodated, and respected, which reinforced the provider’s commitment to inclusion and respect for individuality. The provider promoted open communication and supported staff to contribute to service development.

The provider had clear responsibilities, defined roles, and systems of accountability intended to support strong governance. While these frameworks promoted high-quality, sustainable care, treatment, and support, they were not always applied effectively in practice.

Safe recruitment practices were consistently applied to ensure staff suitability, and staff had access to appropriate training to maintain and develop their skills. Regular audits were carried out to monitor service performance and the quality of care provided; however, some audits did not always include identified actions.

The registered manager had raised issues regarding the environment, but these had not been actioned. Medicines were not consistently managed, demonstrating failures in oversight. Records of staff meetings were maintained, and all accidents and incidents were documented; however, some entries required additional detail, including clear actions taken. While the provider acted on reliable information regarding risk, performance, and outcomes and shared this securely with relevant parties when appropriate, improvements were required to ensure governance systems were fully effective.

The provider demonstrated a strong commitment to collaborative and partnership working, ensuring services operated seamlessly for people. There was clear evidence of multi-agency working, with established protocols and joint initiatives supported coordinated care and improved outcomes. The provider actively shared information and learning with partner organisations, fostering transparency and consistency across services. Regular manager meetings were held with a defined focus on learning, sharing good practice, and identifying areas for improvement. These meetings promoted a culture of continuous development and innovation, ensuring lessons learned were embedded into practice. The local school shared they had an excellent partnership with James Dixon Court, and children loved visiting, describing it as the highlight of their week. This example demonstrated how partnership working extended beyond care services to create meaningful community connections.

The provider prioritised continuous learning, innovation, and improvement across both the organisation and the wider local system. They encouraged creative approaches to ensure equality of experience, outcomes, and quality of life for people. They actively contributed to safe, effective practice and research. The provider embedded the Quality Framework to establish robust monitoring and auditing systems, ensuring the delivery of high-quality care with active involvement from people using the services. In addition, the provider was taking part in a new collaboration with the National Care Forum (NCF), Liverpool University, and care providers across Liverpool, aimed at developing innovative technology products and services to enhance care delivery and improve outcomes.