New Doves 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.
The culture at the service was positive. People were happy and relaxed being supported by the staff team. Relatives gave us positive feedback about the service. Staff enjoyed working at the service. The registered manager and wider management team promoted staff to do what was best for people. A staff member said, “If someone is not well, I can phone the office and tell them, they tell me what to do next.”
Staff completely understood the importance of respecting people’s home as theirs and ensuring they supported people as best as they could. The management team were passionate about living their values and discussed these regularly with the staff team. The management and staff team put people first in all their decision making and celebrated people’s successes. They wereproud of the progress people had made since using the service. One relative said, after being asked how the provider has helped their family member, they said, “It is seeing how my son’s confidence has grown.”
The registered manager displayed a thorough knowledge of the duty of candour and made sure that apologies were extended to individuals and their families when errors occurred.

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 told us the registered manager and management team were approachable and included them in discussions about the service and how best to support people.
The registered manager and management team were capable in their job roles and had a good oversight of the service. They understood their regulatory responsibilities and took action to improve where necessary. The management team described themselves as part of the staff team and role modelled best practice to staff. A staff member said, “All the managers are more than helpful. Whenever I have an issue, I just call the office, and someone will help me in the situation. They talk to us about any issues or concerns. They take care of us as staff as well. People’s relatives were complimentary about the management team. One relative said, “I have talked to [Manager] quite a bit, [they] are fantastic. Any issues or concerns I go directly to [them] and [they] deal with it immediately, if I don’t want certain carers, [they] sort it out straight away.” Another relative told us, “When I contact the office they sort out any problems I am having.”
 

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

There was a complaints policy in place. Relatives told us they knew how to raise a concern and were confident any concerns they did raise would be thoroughly considered. Staff told us they knew how to raise concerns and felt comfortable and confident in speaking up. Information about how to raise concerns was available for people in different formats. People, relatives and the staff team were invited to feedback and share ideas regularly including reviews and discussions about people’s care plans and risk assessments. One person said they reported an incident to the office and from that better communication was set up with staff.
One person said, “I have the contact details for the manager and coordinator, they occasionally phone asking if I have any issues.’’
A whistle-blowing policy was in place and readily available to all staff members.

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 told us they enjoyed working at the service and felt supported by the management team. The provider supported their equality and wellbeing by offering preferred working patterns and discussing their job roles with them regularly. The provider’s recruitment process was fair and equitable. The registered manager had high standards for the staff team, and this was reflected in their recruitment process. They also supported staff to progress in their roles, for example by gaining new qualifications. One staff member said, “They have been good to work for. They have learnt a lot. We become better for the clients.
 

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.
Audits and governance measures at the service were effective. Minor issues we identified at this inspection were immediately rectified by the manager and shared with the staff. The registered manager and management team had a good oversight of areas such as the monitoring of people’s support, staff support, medicines and the reviewing of policies and care plans. People knew who the management team were and told us they were approachable. One person said, “The office ladies are all lovely.”
 

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 management and staff team had good working relationships with partners such as health professionals and local authorities. They worked in partnership with them to help make sure people had the best care possible. Staff had identified how people wanted to spend their time in the local community and supported them to do this.
Care records demonstrated that the provider worked collaboratively with visiting health and social care professionals. Our review of emails and meeting notes highlighted how concerns regarding individuals' health were discussed, assessed, and followed up with agreed actions that the provider then implemented.
 

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.
The management team had improvement plans in place based on findings from internal and external audits as well as people and staff surveys. Staff supervisions and team meetings focused and discussed where people’s support could be improved. Any areas for improvements identified through audits were actioned in a timely manner. The management team were deeply committed to helping people live fulfilling lives and continually sought ways to enhance the support they provided. Most people and relatives were incredibly complimentary about the service and the care the management and staff team gave to their family members. One person said, “They give me my independence, they are supportive.” A relative said, “The biggest thing for us is that it gives us time with [family members], it’s working great.”
The manager promoted a culture of continuous learning and innovation, using reflection and collaboration to improve outcomes and keep their service effective and responsive.