Virtuous Business Solutions 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.

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 described a shared commitment to providing high-quality care.Staff and leaders demonstrated a positive, compassionate, listening culture which promoted trust and understanding between them and people using the service.

Regular staff meetings were held, providing opportunities for staff to discuss people's support needs and contribute to the ongoing review of care plans. Staff told us, they felt able to share their views and raise any concerns regarding the information contained within care records and how people's individual needs were met

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 demonstrated a genuine commitment to improving people's experiences, wellbeing and outcomes through person-centred care.

People, relatives and staff described leaders as accessible, supportive and responsive when concerns or issues were raised. People told us, “I’m really happy with the company and if there are any issues they are dealt with immediately.”

Feedback from staff was positive, we heard, “We have staff meetings, and we have access to management and support if we need anything”, and, “If we raise a concern, or if you don’t know something and ask management what I should do, they [management] always give you guidance.”

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

Staff had access to a range of opportunities to share their views and contribute to service development. These included regular staff meetings, one-to-one supervision sessions and staff surveys. Staff were supported through regular meetings, supervision and access to training and wellbeing resources. Meetings were used to discuss lessons learned, policy updates, best practice and feedback from people using the service.

Staff told us, they felt confident raising concerns, challenges and suggestions with the registered manager and management team and were assured these would be listened to and addressed appropriately. Staff described the provider as approachable and supportive, fostering an open and transparent culture within the service.

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.

People using the service came from a range of cultural and diverse backgrounds, care and support were adapted to meet each person’s individual needs, preferences and circumstances.

The staff team was also diverse, and staff told us, they were treated fairly and with respect.

Staff meetings were organised flexibly to maximise attendance, with sessions delivered across different groups and meeting minutes shared with all staff and made available on the provider's intranet. Staff were encouraged to contribute agenda items in advance, promoting involvement and open communication. The provider had also recently introduced individual staff email accounts to improve communication and information sharing across the service.

The provider had clear responsibilities, roles, systems of accountability and governance arrangements to support the delivery of safe and effective care.

Systems were in place to monitor, assess and improve the quality of the service, including an improvement plan developed following an external review. This identified actions relating to staff supervision, appraisals, training, spot checks, audits, record keeping and governance processes.

Governance processes identified areas for improvement, including medicines management, care planning and staff recording practices. These issues were discussed at staff meetings, monitored through audits and supported by action plans.

Records demonstrated incidents, accidents and complaints were appropriately investigated, with actions taken and lessons learned shared to reduce the risk of recurrence. The provider also operated a 'policy of the month' programme to help staff remain informed of key policies and procedures.

The provider had established governance systems to monitor and improve the quality of care, however, further work was needed to strengthen oversight of Mental Capacity Act processes and risk assessment documentation.

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 worked in partnership with people, relatives, staff and external professionals to improve outcomes.

Healthcare professionals were involved in people’s care where concerns had been raised by the provider about people’s needs, this resulted in changes to care delivery and service provision. Professionals told us, the service was understanding of people’s needs, responsive and acted upon people’s concerns.

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.

Feedback from people, relatives and staff was actively sought, analysed and responded to through regular "You Said, We Did" communications. Feedback identified themes relating to communication, rota management and continuity of care, and the provider implemented actions to address these concerns and improve people's experiences.

Systems for reviewing incidents, accidents and complaints were effective. Records demonstrated clear investigations, lessons learned and actions taken to reduce the risk of recurrence and improve outcomes for people. This supported a culture of learning, reflection and continuous improvement across the service.