Chelmsford Care Centre Ltd

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 assessment we rated this key question good. At this assessment the rating has remained good. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care.

At our last assessment, the provider was in breach of the legal regulation in relation to good governance. Improvements were found at this assessment to the monitoring and oversight of people’s care records and risk management and the provider was no longer in breach of this regulation.

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.

Leaders and staff shared a clear vision, strategy, and culture rooted in transparency, equity, equality, human rights, diversity, inclusion, and meaningful engagement. The manager was committed to embedding this vision across the service and actively supported staff in understanding how their roles contributed to the organisation’s values and strategic goals.

The manager described their leadership approach as coaching-focused and reflective, stating, “I enjoy coaching staff as part of my leadership style. I’m open when things go wrong, proactive in reporting, and patient in supporting others until we get it right. My priority is to safeguard people and ensure we deliver the best care possible. I’ll reach out for help when needed—for example, I’ve challenged incomplete staff training and won’t allow staff to work until it’s completed. Wealso learn from mistakes and take action to improve. I listen to the voices of people and families.”

This approach fostered a culture of accountability, continuous learning, and shared responsibility for delivering high-quality, person-centred care.

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. Comments included, “I do feel supported and valued in my role. Management and other staff members are approachable and always willing to listen if I have any concerns or need guidance. I feel that my contributions are recognised, especially when positive feedback is shared by residents, their families, or colleagues. I also feel well supported through regular supervision sessions, which give me the opportunity to reflect on my practice, discuss any challenges, and set personal development goals. These sessions help me grow professionally and feel more confident in my role”, “The new manager is very hard working and comes around daily. They are always ready to listen.” Another comment included, “I receive regular supervision and appraisal. The nurses are approachable; management are approachable and has recently changed. The new manager is very strict with high standards; things have improved here for the better now.”

The provider fostered a positive and open culture where people felt safe to speak up, knowing their voices would be heard and respected. This included access to ‘Your Voice Matters’ representatives, offering an additional route for staff to raise concerns if they felt uncomfortable doing so within the service.

Staff expressed confidence that any concerns raised would be taken seriously and addressed appropriately. One staff member shared, “The manager is approachable and supportive. I feel comfortable raising concerns with them; they listen without judgment and always follows up. It makes me feel heard, valued, and reassured. This open-door culture creates a respectful and positive working environment.” Another added, “We have a stand-up committee for staff, and there’s a representative who can take issues to the manager. I’m happy to speak up, they do listen and take action.”

This culture of openness and responsiveness supported staff wellbeing and contributed to a safe and inclusive environment for both staff and people using the service.

The provider actively promoted diversity and inclusion within the workforce, providing a fair and supportive culture that aimed to improve equality and equity for all staff. Staff received training in equality and diversity, and regular team meetings were held to encourage inclusion and celebrate the diverse backgrounds of both staff and residents.

Staff spoke positively about the inclusive environment. One commented, “Chelmsford Care Centre is a great place to work because of its friendly atmosphere and the way it embraces culture and diversity. It feels like a second home.” Another added, “We are a very diverse home, staff and residents alike. We celebrate and embrace everyone, including religious festivals such as Diwali, Nigerian celebrations, and Holy Mass.”

The provider had flexible arrangements in place to support staff with their individual needs, facilitated through supervision, team meetings, and clear policies and procedures. This inclusive approach contributed to a respectful and welcoming workplace culture.

The provider had established clear roles, responsibilities, and systems of accountability, supported by effective governance arrangements. These structures enabled the delivery of high-quality, sustainable care, treatment, and support. Leaders used reliable information to assess risk, monitor performance, and evaluate outcomes, sharing this securely with relevant partners when appropriate.

Robust systems were in place to monitor the effectiveness of the service, including a regular schedule of audits. Improvements had been made, and the manager now maintained stronger oversight of care monitoring records and risk management plans. The manager demonstrated a clear understanding of regulatory responsibilities and ensured statutory notifications were submitted to relevant agencies when required.

There was a structured approach to incident management, with systems in place to review and learn from events such as accidents, safeguarding concerns, and complaints. This learning was used to inform practice and drive continuous improvement.

The provider demonstrated a strong commitment to partnership working, recognising the importance of collaboration to ensure services were well-coordinated and seamless for people. They actively shared information and learning with external partners to drive improvement and support safe, effective care.

Newsletters were regularly circulated to relatives and external organisations, keeping them informed about events and developments at Chelmsford Care Centre.

Staff and leaders were dedicated to building and maintaining positive relationships with other organisations and the wider community to enhance outcomes for people. They worked in partnership with key professionals such as GPs, speech and language therapists (SALT), physiotherapists, the Dementia Intensive Support Team (DIST), and dietitians to ensure joined-up care and service development.

The manager shared, “We’re currently working closely with the Local Authority, who are monitoring our ongoing improvements. The Essex Education Department is supporting us with clinical training, and I attend monthly provider and manager meetings for peer support.”

The provider demonstrated a strong commitment to continuous learning, innovation, and improvement across the service and wider system. There was a clear focus on promoting equality of experience, outcomes, and quality of life for people, with creative approaches encouraged to enhance care delivery.

Systems and processes supported ongoing learning and development, including regular training sessions, team meetings, and supervision for both staff and managers. Lessons learned from incidents, safeguarding concerns, complaints, and other events were shared with staff to improve practice. A service improvement plan was in place, regularly reviewed and updated to reflect progress and learning.

Feedback from people, relatives, and staff was actively sought through surveys, with responses used to inform service development. Outcomes were shared via a ‘You Said, We Did’ poster, promoting transparency and accountability. Records from local authority commissioning team visits evidenced improvements made in response to quality assurance findings.

Policies and procedures were in place to guide staff and were regularly reviewed to ensure alignment with current legislation and best practice. During our site visit, managers responded promptly to feedback, including updating care plans and ensuring monitoring records accurately reflected the care provided.

The service had also recently participated in a falls prevention pilot, aimed at improving safety and reducing the risk of injury, demonstrating its commitment to evidence-based practice and innovation.