Vitale Care Chichester

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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

Well-led – this means we looked for evidence that leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture.

This is the first inspection for this service. At this inspection 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.

There was a clear vision and culture centred on person‑centred, dignified care. Staff consistently described a supportive working environment where people’s needs came first. Leaders promoted values linked to compassion and independence; several staff referenced the organisation’s ethos, saying it helped them balance care and wellbeing.

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.

Leadership was visible and approachable. Staff told us management were “always there to help,” “friendly,” and “very supportive,” and said they felt listened to. A number of staff gave examples of managers responding quickly when concerns or queries were raised. Leaders understood the needs of the service and had a clear plan to improve in any areas they had identified during routine audits.

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

Staff felt safe to raise concerns. They understood the provider’s whistleblowing policy and described safeguarding and incident reporting as embedded in daily practice. Staff said they would “always call the office” if they had concerns and felt confident issues would be dealt with appropriately. Records showed leaders responded to concerns about practice, including conducting investigations, taking disciplinary action and informing appropriate bodies such as safeguarding teams and CQC. Staff described a culture where feedback was welcomed and learning was shared.

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.

The provider promoted fairness and inclusion. Staff said they felt respected and valued regardless of their background or experience. Rotas and training opportunities were adapted to staff needs, including those working part‑time, studying or managing caring responsibilities. Staff said they were able to discuss availability or adjustments and that managers responded positively.

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.

Governance processes were established and effective. Leaders used audits, supervision records, rota reviews, incident analyses and training matrices to monitor quality and safety. The provider maintained detailed medication audits across the year, showing stable practice and timely action where issues were identified. Safeguarding logs, complaints records and incident reports were reviewed and showed clear learning. They had a quality improvement plan to review issues such as timeliness of visits, app usage, PRN protocol development, workforce capacity and refinement of review processes. Some items were still in progress, but leaders demonstrated strong oversight and a clear plan to strengthen systems further.

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 had strong relationships with community groups, health partners and local organisations. They supported a wide range of community initiatives, including dementia‑friendly projects, stroke groups, Good Morning Calls, community hubs, and charity partnerships. The service also participated in local forums, care networks and cross‑agency initiatives, and supported events such as domestic abuse training, local fetes, and community wellbeing sessions. People benefited from these links through improved continuity, access to activities and strengthened community connections.

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 service demonstrated a commitment to continuous improvement. Leaders used learning from incidents, audits, complaints and safeguarding reviews to refine practice. For example, medication errors resulted in retraining and clearer escalation processes; gaps in night‑time response led to improved oversight; and care planning reviews were strengthened following feedback. The provider invested in digital systems, community programmes and improvements to review cycles. Staff told us the service encouraged them to develop skills, complete the Care Certificate and progress training. People and relatives recognised improvements and told us the service “keeps getting better.”