Archived: Oviva UK Ltd

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• 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

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 as good. At this assessment, the rating remains the same.

This service scored 79 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The service 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.

All staff had contributed to the development of the service’s vision and strategy, which was kept under review. The service had been responsive to a large increase in demand at the service with a large-scale recruitment programme. Staff told us that this process had been challenging due to the scale of the increase, but that the onboarding and inductions had been completed effectively.

The service 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.

Staff told us leaders at the service were visible and approachable, and responded quickly to any concerns raised. Staff also told us leaders modelled the values of the service.

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

The service had established Freedom to Speak up, and staff were aware of how to raise concerns. We saw examples where staff had feedback mechanisms in place to positive effect.

The service valued diversity in their workforce. They work towards an inclusive and fair culture by improving equality and equity for people who work for them.

Policies and procedures to promote diversity and equality were in place. We saw mechanisms were in place to manage any potential complaints related to discrimination. Adjustments had been made to ensure all staff were valued.

The service 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 act on the best information about risk, performance and outcomes, and share this securely with others when appropriate.

Leaders and managers supported staff, and all staff we spoke with were clear on their individual roles and responsibilities. Managers met with staff regularly to complete appraisals and performance reviews. The provider had established governance processes that were appropriate for their service. Staff could access all required policies and procedures. Managers held regular meetings with staff, during which they discussed any clinical concerns and emerging risks. Managers clearly recorded any actions arising from these meetings and shared these with staff. Staff took people’s confidentiality and information security seriously.

The service clearly understood and carried out their duty to collaborate and work in partnership, and services worked seamlessly for people. They always shared information and learning with partners and collaborated for improvement.

The service had a strong focus on continuous learning, innovation and improvement across the organisation and local health systems. They always encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe, effective practice and research.

The service had a quality improvement plan in place to help drive improvements in services. This focused on improving service user experience. For example, we found that leaders had a strong commitment to improvement activities which involved developing systems based on feedback from staff and service users, and helping to drive improvement across the organisation and local health systems. For example, the service had identified through service user feedback that some people were anxious about ceasing treatment. The service was trialling a programme gradually reducing medication dosage until secession to ensure that people were gradually acclimatised to being medication free.

The service was constantly developing the way that the service was delivered in order to better meet the needs of service users.