Ivolve Derbyshire Supported Living

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 newly registered 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.

The services were well run and organised. Managers had good lines of communication with senior staff. Processes were in place to help engage staff in the organisation's visions and values which staff understood and worked towards achieving. The provider also had systems to gather feedback from people using the service and other stakeholders, which was generally positive.

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 organisation. Managers had the skills, knowledge, experience and credibility to lead effectively.

Managers were visible and led by example. On occasions managers worked alongside staff to identify any examples of poor culture that may affect the care people received. Monitoring systems were in place to ensure care met the needs of people using the service. The management structure allowed staff to be supported by team leaders and service managers 24 hours a day. Staff felt managers were approachable and supportive.

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

Staff told us they could speak up and voice their concerns. They knew what to do and felt confident any concerns raised would be acted on. The provider had systems in place to enable staff to speak up and felt safe doing so. This included, ‘You said - we did,’ updates from the provider, based on the issues staff had identified previously.

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 had policies and procedures for inclusion and diversity within the workforce. For example, recognising people’s protected characteristics and ensuring appropriate measures were in place to support these.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and record how they delivered good quality, sustainable care for people living in a supported living scheme. Managers acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

The provider’s systems had not always picked up on some instances, where notifications had been shared to the local authority, but had not been made to CQC when they should have been. The provider told us they would take immediate action to complete retrospective notifications where needed and provide additional support and guidance to all managers; in respect of how to complete consistent risk assessments on their electronic care record system. Other systems demonstrated a comprehensive and effective oversight of individual services was in place. For example, spot checks were conducted to monitor staff performance and record keeping. Managers told us how audit templates within their system had been recently changed, in order capture individual requirements. Their model of care was in line with current best practice guidance for right support, right care, right culture and people were encouraged and supported to live how they wished.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning and collaborated for improvement for people in their services.

People were supported to access healthcare appointments and be involved in other community activities, including social activities in an evening and entertainment at weekends. We received feedback from other services who supported the same people, and they said there was excellent communication and collaboration; any concern was addressed promptly and professionally.

The provider focused on continuous learning and innovation across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people.

The provider had systems in place to seek feedback from key people. This was then analysed, and shared to staff teams in identifying where their service might improve. This approach was consistent and included measuring any outcomes and/or impact on people in their service. For example, the provider confirmed there were ‘lessons learned’ feedback sessions following analysis of any accidents, incidents or near misses. These were presented to all managers during monthly leadership calls, to help reduce the likelihood of any recurrence. People and staff were also included in the feedback, to encourage them to contribute to an overall culture of learning and improvement.