Dixon Dunn Care Solihull Limited

Dixon Dunn Care Solihull Limited were supporting 77 people, and 42 people were in receipt of regulated activity receiving care and support.

Not everyone using the service received personal care. The Care Quality Commission (CQC) only inspects services where a regulated activity, such as personal care, is provided. Personal care includes support with tasks related to personal hygiene and eating. Where this support is delivered, the CQC also considers any wider aspects of social care provided.

Lessons were learned following incidents, with appropriate information shared and embedded across the organisation. Staff introduced themselves clearly, supporting people to feel comfortable and enabling staff to understand individual needs.

Staff received safeguarding training and understood how to recognise and report concerns. Systems were in place to protect people from abuse. Risk assessments were completed, including within people’s homes, with support provided to maintain safe and suitable environments. Safe recruitment and thorough staff induction processes were followed.

Medicines were managed safely by trained staff, with clear procedures, accurate records, and prompt action taken to address any issues.

Referrals to healthcare professionals were made appropriately, with staff working in line with guidance. People and relatives were involved in assessments and reviews, and care was delivered in line with best practice. Communication within the team was effective, and staff responded to changes in people’s health and wellbeing.

The service supported positive outcomes and improved quality of life. Staff understood consent and worked in line with the Mental Capacity Act 2005 (MCA). Care was delivered with kindness and respect, promoting independence and meeting individual, cultural, and communication needs.

People and relatives were involved in decision-making. Consistent staffing and flexible support promoted continuity. Information was shared accessibly, and managers advocated to support timely access to care.

There was a positive, open culture with supportive leadership. Staff felt able to raise concerns and were treated fairly. Effective systems were in place to monitor performance and drive improvement, supported by strong partnership working.

A clear focus on continuous improvement was demonstrated, including the Community Network Hero role, which strengthened community engagement, improved access to services, and achieved measurable positive outcomes.