Divine Community Care Limited

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 the same. 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.

The provider held regular staff meetings to establish a shared direction and a positive culture. At these meetings, leaders provided service updates, while staff shared feedback and actively participated in discussions. Meeting topics included quality assurance, training and staff performance. A relative told us, “I am happy with the manager and carers. [Person] is happy and that is the main thing. It is a good company.”

Staff reported a culture of collaboration, where they felt listened to and open communication had been encouraged. A staff member said, “I like working for them, they are very welcoming and supportive. It is a very good culture, I can raise any problems with the manager and they always help.” Another staff member commented, “It’s been like more than 3 years I have been working for them. It’s a good company to work for. It’s a very nice and positive culture.”

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.

A registered manager was in place. The registered manager was supported by the nominated individual. Relatives and staff we spoke with, told us the service was well-led and the registered manager was helpful and kind. A relative commented, “Everything is going well, I like this company. It is very good. I can call them anytime if I need something.” A staff member commented, “[Registered manager] is very helpful, whenever I need anything, she always helps us. [Nominated individual] is also very good and supportive.”

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

Staff reported a positive culture in which they felt able to speak up. Whistleblowing policies were in place in line with best practice guidance relating to freedom to speak up and complaints. Whistleblowing is the act of reporting wrongdoing, misconduct, or illegal activities within an organisation.

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 management team established flexible working systems and rotas demonstrated that staff worked flexibly. Staff spoke positively about the service and felt that management valued diversity. A staff member told us, “I have no concerns, the company is very nice. I have good experience working with them. The managers respect me.”

The provider had a clear equality and diversity policy to ensure that neither staff nor people using the service were subjected to discrimination.

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.

Robust governance systems were in place. A number of audits were regularly carried out by the management team to ensure oversight of the service and that people received safe and effective care. Audits were carried out on care plans, daily logs, staff files and training. An independent auditor completed external audits and provided the outcomes to the management team to strengthen governance systems.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people.

The registered manager and staff told us they worked in partnership with health and social care professionals to keep people in the best possible health. Staff explained that they contacted health professionals and worked with them if people felt unwell while receiving support. Care plans included the contact details of these health professionals, such as GP’s. A staff member told us, “If someone is not feeling well, like they have swelling, then I will contact GP or if there is pressures sores, we know to contact district nurse. If it is an emergency, then I will contact 999.”

The provider focused on continuous learning, innovation and improvement across the organisation and local system.

Management gathered feedback from people, relatives, and staff through meetings, telephone monitoring, and feedback forms to foster continuous improvement and enhance overall service quality. Records demonstrated that the service regularly requested feedback and suggestions from staff, people, and their relatives.

Records showed that staff were encouraged to provide suggestions and these were reviewed, with a response provided.