Dunelm

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 inspection we rated this key question good. At this inspection, the rating remained good. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care.

Managers and staff being clear about their roles, and understanding quality performance, risks, and regulatory requirements. ● People's support plans and relevant documentation included risk assessments that highlighted where risks needed to be mitigated. These were reviewed by the manager. ● Audits were carried out regularly by the manager, who was able to identify and address issues effectively. ●The provider invested in staff by providing them with quality training to meet the needs of all individuals using the service.

Promoting a positive culture that is person-centred, open, inclusive, and empowering, which achieves good outcomes for people ● The manager encouraged people and staff to be open with each other. Staff felt supported by their colleagues and the manager. ● The manager promoted equality and diversity in all aspects of the running of the service. ● Staff felt able to raise concerns with the management. ● People's relatives shared their feedback with us on the positive culture of the service.

How the provider understands and acts on the duty of candour, which is their legal responsibility to be open and honest with people when something goes wrong ●The manager was aware of their responsibility under the duty of candour regulations. ●There had been no recent incidents that required a response under the duty of candour.

Engaging and involving people using the service, the public and staff, fully considering their equality characteristics ● Regular staff and resident meetings were held which gave the opportunity for people to raise any concerns and for the management team to inform people of any changes within the service. ● People, and those important to them, worked with managers and staff to develop and improve the

service.

Continuous learning and improving care and working in partnership with others. ● The manager and staff team worked in partnership with advocacy organisations, social workers and other health and social care organisations to develop their service to meet people's needs. ● The provider had an action plan for the service that was regularly updated and highlighted areas for improvement. One relative told us. "I can't suggest anything to change. They provide a very safe and happy environment. The continuity of the staff helps. There have always been the three residents. They don't take in more like so many other homes, putting money before the residents. I am very comfortable with everything about the home." ● The provider ensured people and their families were involved in improving the service. One relative told us, "We had a family Zoom meeting recently about the new way of assessment. It was all explained on the Zoom meeting and then they sent all the paperwork out to read too. It was all very interesting and informative. Everything has been relayed back to let us know that staff are being trained now from senior management down. They said they would keep us informed and I am sure they will."

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 inspection we rated this key question good. At this inspection, the rating remained good. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care.

Managers and staff being clear about their roles, and understanding quality performance, risks, and regulatory requirements. ● People's support plans and relevant documentation included risk assessments that highlighted where risks needed to be mitigated. These were reviewed by the manager. ● Audits were carried out regularly by the manager, who was able to identify and address issues effectively. ●The provider invested in staff by providing them with quality training to meet the needs of all individuals using the service.

Promoting a positive culture that is person-centred, open, inclusive, and empowering, which achieves good outcomes for people ● The manager encouraged people and staff to be open with each other. Staff felt supported by their colleagues and the manager. ● The manager promoted equality and diversity in all aspects of the running of the service. ● Staff felt able to raise concerns with the management. ● People's relatives shared their feedback with us on the positive culture of the service.

How the provider understands and acts on the duty of candour, which is their legal responsibility to be open and honest with people when something goes wrong ●The manager was aware of their responsibility under the duty of candour regulations. ●There had been no recent incidents that required a response under the duty of candour.

Engaging and involving people using the service, the public and staff, fully considering their equality characteristics ● Regular staff and resident meetings were held which gave the opportunity for people to raise any concerns and for the management team to inform people of any changes within the service.

● People, and those important to them, worked with managers and staff to develop and improve the service.

Continuous learning and improving care and working in partnership with others. ● The manager and staff team worked in partnership with advocacy organisations, social workers and other health and social care organisations to develop their service to meet people's needs. ● The provider had an action plan for the service that was regularly updated and highlighted areas for improvement. One relative told us. "I can't suggest anything to change. They provide a very safe and happy environment. The continuity of the staff helps. There have always been the three residents. They don't take in more like so many other homes, putting money before the residents. I am very comfortable with everything about the home." ● The provider ensured people and their families were involved in improving the service. One relative told us, "We had a family Zoom meeting recently about the new way of assessment. It was all explained on the Zoom meeting and then they sent all the paperwork out to read too. It was all very interesting and informative. Everything has been relayed back to let us know that staff are being trained now from senior management down. They said they would keep us informed and I am sure they will."

We expect health and social care providers to guarantee people with a learning disability and autistic people respect, equality, dignity, choices and independence and good access to local communities that most people take for granted. 'Right support, right care, right culture' is the guidance CQC follows to make assessments and judgements about services supporting people with a learning disability and autistic people and providers must have regard to it.

The service made reasonable adjustments for people so they could be involved in how they received their support. Staff focused on people's strengths and promoted what they could do, so people had a fulfilling and meaningful everyday life.

People were supported to have maximum choice and control of their lives and staff supported them in the least restrictive way possible; the policies and systems in the service supported this practice.

Right Care People received kind and compassionate care. Staff protected and respected people's privacy and dignity. They understood and responded to their individual needs. Staff understood how to protect people from poor care and abuse. The service worked well with other agencies to do so.

Right Culture People led inclusive and empowered lives because of the ethos, values, attitudes and behaviours of the management and staff. People's care, treatment and support plans had clear guidance on what people's goals and aspirations were. The service enabled people and those important to them to work with staff to develop the service. We received positive feedback from people's family members about the service.