How I Support Care Home Managers To Achieve Outstanding CQC Ratings

In this episode of the care CEO Success Stories podcast, host Adam James of Spring PR speaks to Keith Mills, Managing Director of Doveleigh Care, a group of four care homes in East Devon, including three rated “Outstanding” by the Care Quality Commission (CQC).

Keith, a former Royal Marine captain, shares his journey from acquiring his first care home in 1996 to building an organisation renowned for its quality of care with one of Doveleigh’s homes achieving "Outstanding" in all five inspection categories twice in a row.

Keith discusses the keys to supporting care home managers to help them achieve outstanding ratings. 

Central to his approach is empowering managers by providing financial and operational support, recruiting and promoting from within, and maintaining a presence in the homes to engage with staff.

He emphasises the importance of man management, ensuring that staff are happy and well-supported, which in turn ensures high-quality care for residents drawing on lessons learned from his military background which has helped his care homes thrive.

Keith also delves into the strategies he uses to turn a care home rated "Requires Improvement" into one that is "Outstanding," sharing how meticulous evidence gathering, staff empowerment, and consistent support are critical to showcasing excellence during inspections including:

Key Takeaways:

• Providing managers with the “resources and autonomy to succeed”, such as flexible budgets and promoting internal talent.

• “Meticulously” recording and showcasing examples of excellence in resident care to present to inspectors.

• Managers should focus on supporting staff, ensuring they are well-treated and motivated, which directly impacts the quality of resident care.

• Praising and publicly acknowledging staff achievements to boost morale and foster a positive working environment.

• “Encouraging and cultivating a culture where care and relationships are at the heart of everything”, including small details that make a big difference to both staff and residents.

• How effective leadership involves presenting tasks in a way that staff feel involved and empowered, “often allowing them to take ownership of ideas and solutions”.

• Developing leadership by promoting staff internally, ensuring they understand the organisation’s culture and systems.

• Allowing managers the flexibility to request resources or staff as needed, “without strict financial constraints”, fostering a culture focused on quality care.

• How owners should be “present and visible” in the homes regularly, engaging with staff to boost morale and ensure alignment with the organisation’s goals.

• “Aiming to meet the unique needs of each resident”, as focusing on personalised care is a key factor in achieving an outstanding rating.

• The primary role of managers should be to look after their staff, as “happy, supported staff will naturally provide better care”.

• Implementing bonus schemes to reward staff for exceptional contributions or overtime, keeping them motivated and appreciated.

• “Recognising that not all great carers make great managers”, and being willing to adjust roles to ensure effective management.

• Encouraging open praise and recognition in public spaces to dispel rumours, maintaining transparency, and promoting a positive workplace culture.