Vision Day Support

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.

Staff understood the values and vision of the service and applied these in their day-to-day practice. Staff demonstrated commitment to supporting people to flourish, achieve their goals and enjoy fulfilling lives. This was reflected in the way support was delivered, promoting independence, choice and inclusion.

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.

Managers were approachable and actively involved in the day-to-day running of the service. Staff told us they felt supported by managers and were confident in raising concerns or seeking guidance when needed. Managers demonstrated commitment to their own learning and development, ensuring their knowledge remained up to date with best practice and sector standards.

Managers understood CQC requirements and expectations, and this was reflected in the way the service was managed and monitored.

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

A whistle blowing policy was in place, which staff understood and could access when needed. Staff demonstrated awareness of how to raise concerns appropriately and in line with procedures and said they felt confident they would be listened to if they raised any concerns. They described a positive and open culture where they felt safe and supported to speak up.

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 reported that they were treated fairly and equitably within the service. They said there was an inclusive working environment where diversity was recognised, respected and valued.Where required, reasonable adjustments had been made to support staff in their roles. Managers had introduced policies to support staff with diverse needs and provided information about local support services if needed.

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 service had effective governance systems in place, including a range of regular audits to monitor quality and safety. Where any shortfalls were identified, action plans were developed and followed to drive continuous improvement.

Information was managed securely and stored in line with GDPR requirements, ensuring confidentiality and appropriate handling of sensitive data.

Business continuity plans were in place, outlining procedures to respond to emergencies and unexpected events.

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.

Managers and staff demonstrated effective partnership working with a range of health and social care agencies. Staff worked collaboratively with professionals such as GP's, social workers and specialist services to ensure people received coordinated and high-quality support. There were also links with local community services. This enabled people to access a variety of opportunities and resources that promoted independence, social inclusion and well-being.

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.

A culture of continuous improvement was evident throughout the service, with staff and managers actively seeking ways to enhance support. Incidents, audits and performance data were regularly reviewed, with actions taken to drive service development and improve outcomes for people. There were clear opportunities for feedback from people using the service and their relatives, including meetings and informal discussions. This feedback was valued and used to inform changes and improvements.