Dwell-In Social Care

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• 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. This is the first assessment for this service since registration. This key question has been rated 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. A staff member said, “We aim to support individuals in a way that empowers them to make their own choices and live as independently as possible.” Another staff member told us, “I feel we pride ourselves on delivering high-quality care to the individuals we support.”

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 provider had recently recruited an experienced manager who was in the process of registering with CQC. The provider said, “[Manager] is coming in with a lot of experience. My responsibility is to provide as much support as I can, ensure she is getting what she needs, for the direction that she wants the service to go.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. For example, staff were given regular opportunities to raise feedback or suggestions through team meetings, surveys and a suggestion box. The provider and manager demonstrated an open culture. A staff member said, “There is a clear culture of open communication, open door policy and I know that my views are welcomed. Whether it’s through supervisions, team meetings, or one-to-one conversations with management, I have opportunities to speak up.”

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. Systems were in place to ensure staff were treated equally and fairly, including during the recruitment process. Staff provided positive feedback about their experience of working at the service. A staff member said, “I am confident in my role and genuinely happy in my workplace.”

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 and manager demonstrated they understood their regulatory responsibilities, including the requirement to submit statutory notifications to CQC. Systems and processes were in place and were being developed by the manager to ensure effective oversight of the service. The manager had identified an improvement required with daily note recording and was taking action to address this.

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 service worked in collaboration with all relevant external stakeholders and agencies where required. The manager attended forums facilitated by the local authority to develop working relationships with partner agencies.

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 manager demonstrated an openness to learn and try new things and take part in new initiatives. The manager said, “I am on a lot of distribution emails so I can keep in touch with what is going on.” Staff told us they are listened to when they speak up about new ideas.