Dignify Care Limited

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 reviewed all 7 quality statements in this key question.

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.

Staff knew the aims and values of the organisation and felt there was a positive and open culture at the service. One member of staff told us, “The culture here is more like a family orientated culture, they [provider] want all the staff to feel comfortable to go to them. They are very open and there are constant meetings, I think this is important. I like to air my views in meetings, so things can be addressed. I like to be heard.”

The providers aims and objectives were outlined in their statement of purpose. They were also shared with staff at their induction and discussed at staff meetings. The registered manager assessed people’s needs and made sure staff were understanding of the care delivery for people. Audits were completed of people’s daily notes to make sure staff were using respectful language and terminology when recording their visits.

Staff told us the registered manager was very approachable and listened to their views. Staff felt able to contact the registered manager at any time for advice or support. Comments about the manager from staff included, “If I have a problem I call them, they take the call immediately. When you are in difficulty, you speak to [registered manager] and they will advise you” and “The registered manager is good. In work, every day they check up on you, checking on my wellbeing, if I am ok.”

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 was also a registered nurse. They were registered with the Nursing and Midwifery Council and regularly asked to demonstrate their skills and knowledge.

Staff were aware of whistleblowing procedures and knew how to share any concerns. Staff understood how to report concerns outside of the organisation if needed.

The provider had a whistleblowing policy and told us staff had telephone numbers of people to contact if they wanted to raise any concerns. The registered manager was aware of the duty of candour process and told us they would apologise to people when things went wrong.

Staff we spoke with told us they had not seen or experienced any discrimination amongst the staff team. Staff told us they felt welcomed at the service from colleagues and the management team.

Systems were established to make sure staff were supported when needed and had equal opportunities. If needed the service supported staff with reasonable adjustments to help them work safely.

The management team told us they were hands on at the service and regularly carried out visits to people for quality improvement purposes. They were aware of how staff were working and carrying out monitoring regularly.

The provider had a governance policy and understood the need to carry out regular checks for quality and safety. There were regular audits being completed to check a range of areas. For example, medicines audits were being completed and checks of recording and care planning. The registered manager also checked staff were following procedures for areas such as infection prevention and control.

People and relatives, we spoke with did not raise any concerns about how staff worked in partnership with others. People told us about their experiences of staff working alongside professionals such as social workers when setting up their packages of care. This experience had resulted in positive outcomes for them.

The registered manager was aware of the stakeholders involved with the service and told us they worked closely with them. The registered manager told us they had quality visits from commissioners of services and acted on any feedback given.

Feedback from professionals said staff and management worked with them in a collaborative way.

The provider was a member of a local provider forum. This support enabled them to engage with other providers in the area and stakeholders to identify good practice. The registered manager told us they had attended online events and found them useful for their knowledge and skills. The provider had systems to make sure there was good communication with relevant health and social care professionals to make sure people had the care they needed.

The registered manager told us about improvements they planned to make to the service. For example, they were planning to move all paper records to an electronic care planning system. They told us this would help them with quality of record keeping and enable them to update records in a more timely manner.

The service was registered to be part of a local provider forum. The operations manager told us this helped their learning and provided ideas for better ways of working. Staff were included in conversations about making improvements at the service. The provider told us they were committed to providing development opportunities for their staff to help them gain new knowledge and skills. For example, the provider was working on leadership learning pathways for staff. The provider told us they believed this development for staff would help provide good quality person-centred care.