Vermuyden 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.

At our last assessment we rated this key question requires improvement. At this assessment the rating has changed to good. This meant the service was consistently managed and well-led. The management team 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 management team created a positive, supportive and caring culture throughout the service.

Staff at all levels understood the shared vision of supporting people to remain as independent as possible for as long as possible in their own homes. Staff told us of the importance of listening to people and acting on their feedback. A relative told us, “We have had many care companies. As soon as we got these, they understood what we needed. Fantastic set of girls. Best care company so far.”

They told us they felt fully supported by the management team. One staff member said, “The care plans have improved over the last 12 months. They even go into detail of where things are kept in people’s houses. That can be very helpful.”

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. The members of the management team had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.

The management team were supportive of people who used the service, the staff and each other. Their focus was on the provision of good quality care and support. A staff member said, “[Members of the management team] deal with things. One lady in the office, I needed something changing, she did it there and then.”

The management team had the skills to lead effectively and they recognised where improvements needed to be made and took timely action, when necessary, to mitigate risk and embed learning.

The service fostered a positive culture where people felt they could speak up and their voice would be heard. The provider had policies and procedures to support staff in speaking up and raising concerns. This included up to date policies in relation to safeguarding and whistleblowing. Staff knew how to raise concerns and gain access to support. Staff consistently told us they felt able to discuss their concerns, views and ideas with the registered manager. People and their relatives told us their views were sought and acted upon.

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 workforce was well supported by the provider. One staff member said, “I just enjoy it. It’s like a big family. Good atmosphere.”

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 and management team were clear about their roles and they understood quality performance, risks and regulatory requirements. Accidents, incidents and safeguarding concerns were appropriately reported to the CQC.

There were a range of audits, analysis and checks within the service, which supported safety and quality. Risks to people's safety were well managed and monitored. People’s individual records health showed follow up actions were taken when needed, to enhance people’s wellbeing with appropriate referrals made to professionals who could provide specialist support.

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 registered manager told us about the ways in which they were continually looking to improve the service. The service continually sought to engage with people and improve outcomes. People using the service said, “The lead lady came out and checked if I was satisfied. Checked [care staff] were doing their job properly” , “[Managers] come out and ask questions. Ask how things are” and “[The manager] has come and checked on the carers”.

”Relatives’ comments included, “Yes, [the manager] talks and listens to us”, “If I have any concerns, I speak to the manager and she listens. She takes time to remedy, contact and arrange times. She tried something and it worked” and “[A manager] visited and asked how everything is going”.

The service 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 contribute to safe and effective practice.

Surveys were carried out with people, relatives and staff to obtain feedback on the service and the care provided. There were processes to make sure there was learning when things went wrong and lessons learned were shared with staff to help reduce future risk. The provider had policies and procedures reflecting best practice and these were shared with staff.

Records confirmed staff were supported to complete ongoing learning and development through training, so they were up to date with regulation and best practice. Staff confirmed they received training and support and they felt valued.