De Vere Care Partnership -Chelmsford

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

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 Requires Improvement. At this inspection the rating has changed to Good. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care.

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.

The provider had a shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities.

People told us staff maintained appropriate professional boundaries and respected their preferences, dignity and individual needs. One person said, “Staff always listen and respect my choices.”

The provider’s clear vision and values were regularly reinforced, helping staff understand the aims of the service and deliver consistent care.

A professional from the local authority shared positive feedback received from a relative about a De Vere Care staff member. The relative said the care worker had “gone above and beyond” to ensure the person felt comfortable, respected and at ease. They praised the care worker’s kindness and professionalism and said their support had achieved a positive outcome for the person.

Policies, accessible information, team meetings and written guidance kept staff informed and made expectations clear.

Staff felt well supported by the approachable and available registered manager. This promoted open communication and enabled staff, people and relatives to raise concerns. One staff member told us, “I feel confident speaking to my manager about any concerns, knowing they will be taken seriously and acted upon appropriately.”

The provider had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.

At the previous inspection, we identified gaps in staff knowledge of whistleblowing procedures and safeguarding reporting, as well as shortfalls in staff induction and training. At this inspection, we found the provider had made improvements.

Staff demonstrated improved knowledge of whistleblowing procedures and how to report safeguarding concerns externally. The registered manager had provided additional support to address previous knowledge gaps.

Induction and training records had improved, providing the senior team with clearer oversight. Staff also told us they felt supported by the senior team.

The registered manager and experienced senior staff understood people’s assessed needs and provided effective oversight. An on-call system ensured staff could access management support overnight and at weekends. Staff and relatives knew how to contact the management team, supporting continuity and responsive care.

A professional from the local authority said the registered manager was responsive when contacted about people requiring urgent care and support. They told us, “De Vere Care has supported Essex County Council on several occasions during provider failure situations, where groups of adults have needed to be transferred at short notice to alternative provision. On these occasions, De Vere Care has worked collaboratively with the Council and other stakeholders to facilitate transfers seamlessly, helping to ensure continuity of care and minimise disruption for the individuals affected.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

At the previous inspection, a relative raised concerns about contacting the management team. At this inspection, we found the provider had made improvements.

People and relatives could share their views in different ways, enabling feedback to inform service improvements. One relative told us, “We receive feedback forms to complete, as well as telephone calls from the office asking for our views.” One person told us, “I am asked to complete feedback forms, and a lady from the office also calls me to ask how things are going.”

Staff communication had improved. Regular team meetings gave staff opportunities to raise concerns, share ideas and contribute to service improvements. Staff said senior staff were approachable and available, supporting open communication. One staff member told us, “Team meetings are held regularly and provide opportunities to discuss updates, share learning, improve practice and raise any concerns or suggestions. I feel comfortable contributing my ideas and feedback.”

The provider had effective systems to record and appropriately address complaints and compliments.

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who worked for them.

Staff told us flexible shifts, including evenings and weekends, helped them balance work and personal commitments and supported their wellbeing.

Equality and diversity training helped staff understand their responsibilities and promote an inclusive, respectful workplace culture.

New staff completed an induction programme that helped them understand their roles and the service’s expectations, supporting consistent care and practice from the outset.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

The provider had systems in place to monitor the quality and safety of the service, manage risks and review performance. These processes helped leaders to maintain oversight of the service and supported the delivery of safe, consistent care.

The service carried out regular audits of care plans to help ensure they were kept up to date and reflected people’s current needs and preferences. This supported staff to provide personalised care and helped the provider identify and respond to any changes needed in people’s support.

Leaders understood their regulatory responsibilities, including the need to maintain accurate records and submit notifications when required. Staff told us they received clear guidance and support, which helped them carry out their roles effectively. These governance arrangements supported oversight of the service and helped to promote safe, consistent and high-quality care.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement.

The provider worked with external professionals and agencies ensure people received coordinated care and support. This helped people to access the services they needed and supported joined-up care that reflected their individual needs. The review process involved people and, where appropriate, their relatives, with information shared in a clear and accessible way. This showed the service worked in partnership with others to support people’s wellbeing and help them achieve better outcomes while remaining supported in the community.

One healthcare professional told us, “In my clinical capacity, I have occasionally had contact with De Vere Care Partnership – Chelmsford during home visits and while working in out-of-hours services. Overall, I have found the service to be responsive and supportive. Communication is generally timely, and the team demonstrates a clear commitment to patient care and safeguarding. Staff appear professional and attentive to people’s needs.”

The provider focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe, effective practice's.

Governance systems supported continuous improvement. Leaders reviewed events, responded promptly to issues and identified themes and learning to improve practice, quality and safety.

Staff said they contributed ideas through meetings and supervision, demonstrating an open culture were feedback informed service development. One staff member said, “We’re involved in changes and developments within the service.”