Dimensions Oxfordshire & Warwickshire Domiciliary Care Office

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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

We reviewed 5 quality statements for this key question. The provider had started to make the required improvements since the last inspection to concerns raised during that inspection and by other partners. Using an action plan, reviewing processes and people’s care plans, senior managers were regularly monitoring and implementing changes. The staff team had been restructured. Staff had received additional training and more regular one to one supervision.

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 told us changes had been made to the culture in some of the houses assessed. This included reviewing the staff team, ensuring staff training was up to date including specifically required training in Autism and Learning Disabilities. Peoples’ rooms had been re-decorated and refurbished which were more person centred in accordance with people’s choice and preference. Some people were enjoying more activities outside of the service and supporting people to increase their confidence and build relationships. Staff told us they received staff bulletins and newsletter with Dimensions news, changes, events and aspirations.

The provider had team meetings and regular supervisions where news was shared and expectations of the team were discussed and agreed. The providers values were re-visited during staff one to one supervision meetings.

The provider had experienced and competent registered managers in post. Senior leaders had been fully involved in monitoring and managing the required improvements in the houses that were struggling and regularly reporting back to CQC and stakeholders with updates. Staff told us their managers were fully involved in the care and support of people living in the houses. However, some members of staff told us the managers were stretched between houses and they may not see their manager every day.

There had been a greater presence of senior leaders within these houses, to offer support to the registered manager and staff team. Registered managers were using the appropriate policies and procedures to safely manage services.

The provider was confident staff would raise any issue with management and senior leaders. They encouraged openness and transparency within the staff team, encouraging staff to speak up and raise concerns during one-to-one supervision meetings. Staff told us they were reminded of being able to raise concerns during meetings or one to one supervision. Staff were aware of the whistleblowing policy and who to contact.

The whistleblowing policy had been re-visited with staff.

We did not look at Workforce equality, diversity and inclusion during this assessment. The score for this quality statement is based on the previous rating for Well-led.

Registered managers were supported by an area manager. The senior leadership team had regular oversight and input to homes and the improvement action plan. This input will continue until all actions are met and the required improvements have been made. Staff told us there were not enough managers in the houses and their managers were stretched between several houses. They said their managers were approachable and they had good working relationships with them but did not see them often enough.

We have received copies of the improvement plan on a regular basis, detailing where actions have been met and target dates.

We did not look at Partnerships and communities during this assessment. The score for this quality statement is based on the previous rating for Well-led.

The registered managers either had or were registered to complete the Level 5 management certificate. The provider ensured learning from homes was identified and shared widely with other houses and regions through regular registered managers meetings. Areas of learning, such as more responsive safeguarding practices were shared ‘from the roots up through the organisation and fed back down so all other services are aware’. Staff told us they were always learning and have good support teams who help each other. Communication books ensure important information or changes are shared with the staff team.

The provider training matrix showed staff compliance with completion of mandatory areas of training. The system enabled staff to be aware of overdue or upcoming training. Training and development was discussed in one to one supervision meetings and recorded.