Better Vision 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.

This is the first assessment for this newly registered service. This key question has been rated requires improvement. This meant the management and leadership was inconsistent. Leaders and the culture they created did not always support the delivery of high-quality, person-centred care.

The provider was in breach of legal regulation in relation to good governance.

This service scored 62 (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 provider had clear visions and values in place, which focused on providing kind and compassionate care to people. Staff received regular supervision’s and appraisals, and staff told us they felt supported in their roles. Spot checks were in place for staff to ensure they were adhering to the providers policies and procedures and providing good care to people.

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. People and relatives knew who the registered manager was and told us they could raise concerns with them and action would be taken. A relative said, “I have spoken to the managers about [name’s preferences and they took this on board. I don’t have any concerns, the care is good. I did was raise a small concern and this was dealt with.” The provider met with local commissioners, where best practice was discussed and information was given about key updates relating to adult social care, such as training, health advice and networking. Staff told us the management team were approachable and available and that the service was well led.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff told us they felt able to whistle-blow on poor practice, and action would be taken. Staff told us the registered manager was available and listened to them. A staff member said, “The manager is very approachable and ready to listen to staff, they act on what we have said.” People and relatives told us, where they had raised concerns, these were resolved.

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 providers visions and values focused on celebrating diversity and different cultures. Staff told us no one had been subject to any form of discrimination, and the provider had clear policies regarding equality and diversity. Staff were involved in regular supervision’s and all staff were supported with their professional development.

The provider did not always have clear responsibilities, roles, systems of accountability or good governance. Some improvements were required to people's daily care records. Whilst these records were completed, they were often recorded as late entries. Meaning there was a lack of oversight of care delivery as it occurred. This meant staff may not have up to date records of care. Whilst we found no harm to people, we found concerns relating to medicines management records, and audits had not identified these concerns. However, several auditing systems were in place to ensure care records were up to date and staff adhered to policies and procedures, Business continuity plans were in place, which detailed what action should be taken in the event of an emergency, such as severe weather or a shortage of staff.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. People were encouraged to maintain links within the community and to keep in touch with family and friends. Records evidenced people were supported to local community groups, activities and shops.

The provider had a business improvement plan, which detailed how the service planned to progress. People and staff were provided with feedback surveys, to enable the service recognise where improvements may be required. Relatives were involved in regular reviews about people's care and support. The registered manager was keen to drive improvements and worked well with us throughout our assessment.