The Dene Lodge - Minehead

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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

People lived in a home which was well led and committed to ongoing improvements.

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.

Managers at the home told us they were working to make the home more person centred. Staff spoken with, and our observations, gave evidence that this was being put into practice. The provider aimed to create a homely environment which valued and included everyone. One member of staff said, “It’s not clinical, more homely. There’s a nice atmosphere.” Another member of staff said, "I love it here. It’s just like a big family.”

Since the last inspection, audits and observations had been put in place to make sure people received individualised care. Staff meetings were also used to remind staff about offering choices.

Staff were complimentary about the management of the home. Staff said they could go to a member of the management team if they had any queries or wanted to make suggestions. One member of staff said, “This is the best it has ever been. More structured and organised.” Another member of staff told us the management team were all very approachable.

Since the last inspection, changes had been made to the management team which included additional appointments. This meant there was a management team with combined skills and experience to monitor care and lead by example.

Staff felt able to speak up about any worries and concerns. All staff told us they would not hesitate to raise any concerns. One member of staff commented, “I would be confident to raise anything. It would be sorted.”

The provider had policies and procedures for speaking up and making a complaint. These policies gave information about how to raise issues and what people or staff could expect to happen. The larger management team meant that people, staff and family members had options about who they could speak with if they had any worries about care or management at the home.

Staff felt that there was a good team of staff at the home who all worked together. One member of staff said, “This is the best team we have ever had. Everyone gets along and works for the good of the residents.” Staff felt they were treated fairly and with respect. One member of staff told us, “All the staff get on. You can rely on your colleagues if you need anything like days off or shift changes. The manager works with us to accommodate stuff.”

The provider employed staff from the local area and from overseas. The registered manager informed us they had worked hard to make sure the team were blended and worked together. This included shadow shifts with overseas staff working alongside more local staff to build relationships and respect.

Since the last inspection, a new manager had been employed to work alongside the registered manager. Each had defined roles that enabled quality of care to be monitored. We heard that the registered manager took responsibility for day-to-day care and the second manager had an overview of other aspects of quality monitoring. There was also a deputy manager who worked alongside other staff to lead by example and promote good practice. Staff felt that the management team worked well together. One member of staff commented, “More management on the floor is really good.”

At the last inspection we found a lack of governance and monitoring to ensure people received good standards of care. At this assessment we found the provider had put in place a series of audits which monitored the quality of the service provided. Audits seen showed action was being taken to make ongoing improvements. Monitoring arrangements had been embedded into the culture of the home to make sure any improvements were sustainable.

The staff worked with other professionals and groups to meet people’s needs and promote their wellbeing. People had taken part in a local project to support people to become more active. Following on from the success of the project the provider had sourced an external professional to carry on this work.

The registered manager told us they had good links with other professionals to make sure people received the care and support they needed to meet their needs. Staff said they supported people to access community facilities for social activities and religious needs.

Professionals felt the home worked well with them to make sure people had the care and support they required.

The management team were open and transparent when working with other professionals and organisations. This promoted an open culture which welcomed people into the home. A newsletter was produced and sent to people and families to keep them up to date with any changes or events.

Since the last inspection, the provider had taken action to address shortfalls highlighted and make improvements. Staff felt that there had been great improvements at the home. One member of staff said, “We have been working really hard. There have been so many improvements.” Another member of staff told us, “There has been so much improvement over the last 2 years, I would definitely recommend it now.”

The provider used audits and quality monitoring tools to learn and improve the service offered. For example, audits of falls had led to the provision of physical activity for people to improve mobility and balance. The provider sent questionnaires to people, staff and family members to seek their views and enable them to raise any concerns. There were also meetings where staff and people’s representatives could make suggestions about improvements they would like to see. The management team told us they sought the views of people who lived at the home on an informal basis but would be looking at ways that this could be formalised.