VanBeekDodge Complex Care

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.

This is the first assessment for this service. This key question has been rated 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.

The provider and service management demonstrated a clear vision and values, as reflected in their statement of purpose.Within their ‘Aim and Objectives’ the provider states they will provide high quality personalised care for people with complex presentations living within their own home. The feedback we received from people, their relatives, staff and professionals evidenced this objective was being achieved.

Staff described leaders as visible and supportive. Staff told us they were motivated and enthusiastic in their roles.One said, “[The] management and upper management are very approachable.”

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.

Staff told us leaders were professional, approachable, and positive role models.Healthcare professionals spoke positively of the service leadership, with one saying, “[The service is] well led and all our communication with managers and directors of the service has been positive.” A staff member said, “The company feels like a family, we work so well together.”

There were clear lines of communication and accountability between the nominated individual and registered manager, which helped to promote professional and effective governance oversight. We saw records of minutes of regular meetings between the provider and service management where key aspects of people’s care and the overall business were discussed.

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

The provider had a whistleblowing policy and staff told us they felt confident any concerns they reported would be addressed promptly.This contributed to a positive culture where staff felt able to speak up. Staff understood how to escalate concerns further if this was required.This open culture supported effective risk management, timely reporting of safety incidents, and meaningful learning from feedback.A staff member told us, “The management are very supportive, they always have been, right from directors to assistant manager. There’s always have a duty person on call 24 hours a day. Never had any complaints or concerns. I think they would be responsive if I did have a concern to raise.”

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 they felt valued and treated fairly, and there was no evidence of inequality in how staff were supported.The feedback we received was consistently positive about the support staff received. The provider’s recruitment, training, supervision, and development processes were designed to ensure fairness and consistency, and to equip staff to meet the diverse needs of the people using the service. Staff were supported to understand different cultural, religious, and communication needs, enabling them to provide personalised and respectful care to all individuals.

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 registered manager had a clear understanding of their legal responsibilities under the Health and Social Care Act 2008 and associated Regulations. Statutory notifications were submitted to the Care Quality Commission (CQC) in a timely and appropriate manner.

The service was managed effectively through strong governance systems which ensured accountability, continuous improvement, and high-quality care. Systems and processes included monthly governance and service oversight meetings between the service management and the provider.

Audits were undertaken around care plan documentation, medicines and people’s finances. Unannounced visits were undertaken to ensure staff practice was aligned to the providers expectations and standards. Recent audits and visits had not identified any themes or concerns.

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 service worked collaboratively with relevant healthcare professionals, families and representatives to provide coordinated support that achieved good outcomes for people. Records showed staff liaised effectively with healthcare professionals where required. Healthcare professionals we spoke with, as part of our assessment, gave very positive feedback. One said, “At a management level, I’ve noticed that leaders genuinely care about the wellbeing of their staff. They’re supportive and easy to talk to, which helps create a positive working environment. Managers also have first‑hand knowledge of the people they support, which makes a big difference.”

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 and research.

The provider and service management had systems and processes in place to ensure continuous learning and improvement could happen. Records showed the use of feedback, audits, and incident reviews were used to shape practice and strengthen the quality of support.Findings and results from governance and quality assurance were captured within the providers ‘Service Action Plan’, which was a live document used to record and monitor service improvements.