Dementia@Home

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

We assessed all the quality statements in the Well-Led key question.

This service scored 71 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The registered manager told us they use the interview process to ensure potential new staff are aware of the mission statement and share their values. This was reviewed during the induction and probation period for new staff.

Staff were told about the provider values during their induction and in relevant follow up training. Systems were in place to make sure the provider met new staff and all staff had contact details for the leadership team.

The registered manager told us they felt very supported in their role. They had a good management structure and felt supported by their fellow directors. All three directors were involved in the business on a day-to-day basis and were on hand to provide support to the registered manager and staff. Staff told us they received excellent support from the registered manager and other directors, which enabled them to do their job well.

The service had a manager in post who was registered with Care Quality Commission (CQC). This meant in addition to the provider recruitment process the registered manager had also completed the CQC fit person process to become registered.

The registered manager told us staff had ways to speak up if they needed to, which were shared with them during induction, team meetings and individual supervision sessions with staff. Staff told us they knew how to raise any concerns and were confident the management would listen to them and respond.

There was a whistleblowing policy in place which all staff had access to. Concerns raised by staff were discussed at management meetings and any actions agreed across the providers services.

Staff had completed equality and diversity training and told us they felt supported by the management team. Some staff told us the provider had made adjustments to their work schedule due to their specific needs, which had enabled them to continue working for the service.

The provider had policies for equality and diversity within the workforce to make sure staff had an inclusive and supportive workplace. Reasonable adjustments could be made to some working patterns to support staff at work.

The registered manager told us about their governance systems and acknowledged they had not identified the shortfalls we found during this assessment. The registered manager described the actions they would take to address this and developed a specific plan, with named directors responsible for ensuring the actions were implemented.

Governance systems included reviews of records, spot checks on how staff were supporting people and feedback from people using the service. However, these systems had not always identified shortfalls in the way the service was operating, for example, in relation to risk management information and the records staff kept. During the assessment the registered manager took immediate action to address the shortfalls and established new systems to improve the governance systems in the future.

People’s care records demonstrated they were supported to be active members of their community. Examples included support for people to take part in social events and to keep in contact with people who were important to them.

The registered manager told us they worked with a range of stakeholders and professionals to help make sure people received a continuity in their care.

Health and social care professionals gave us positive feedback about the service, including “The Team have a good understanding of health and social care services in Wiltshire and have worked as part of the Wiltshire System with local providers before forming this venture".

The service regularly consulted with health and social care professionals and other care providers to enable the service to respond to people’s changing needs.

The registered manager told us about their plans to continue to develop the service. They told us they had changed staff job title from support worker to life story worker, to emphasise the approach of the service in supporting people to maintain their interests and relationships.

Staff were supported to reflect, learn and develop skills when things went wrong. Training provided to staff was accredited and staff were encouraged to complete work-based qualifications.