Invicta 24 Plus

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. At our last inspection we rated this key question requires improvement. At this assessment, the provider had made improvements and no longer in breach of regulation relating to good governance. The rating has changed to 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 were supported to deliver care and support to people in line with the provider’s values for the service. A staff member told us, “Regular supervision meetings, spot checks, refresher training and annual appraisal meetings ensure that I discuss my issues and receive constructive feedback which help me to do my work in a way that reflects the values of the organisation.”

Managers used audits and checks, supervision and staff team meetings to make sure staff understood how the service’s values should be achieved through their working practices. The registered manager told us, “We give them staff handbooks, and they have all the policies and procedures and code of conduct, and we communicate our values to them through meetings and supervisions. There is a continuous reminder of what our values are.”

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.

The service was managed well. A relative told us, “The care company is managed well and due to the [deputy] manager’s nursing background, she delivers.” Another relative said, “The service is well managed, and we are listened to.” A staff member told us, “I feel well supported by managers. They communicate with us regularly and are approachable whenever I have concerns or questions.”

Managers were experienced and undertook continuous learning and development to maintain their skills and knowledge. They had a good understanding of the needs of people using the service and worked well together to ensure people’s needs were met. The deputy manager told us, “I think all our clients know me very well and I am well known, and people know they can get in touch with me any time with anything they need. We go out of our way to help people in whatever way they need.”

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

People’s feedback indicated they had no concerns about speaking up if they needed to. A relative told us, “The carers and manager really do listen to me and [family member] and will implement our wishes.”

Staff were supported to speak up if they had any concerns. A staff member said, “I am encouraged to speak up and be open and honest if things are not right. There is a culture of openness within the team, where concerns or issues can be raised without fear of victimisation.” Another staff member told us, “I also encourage service users to speak out about anything that bothers them without fear, ensuring that service users’ safety is a priority in everything that I do.”

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 were valued and treated equally and fairly. Staff received the same opportunities to learn and progress in their roles. A staff member told us, “I feel that I am treated fairly and equally by managers in the workplace. There is a strong sense of respect and belongingness within the team and managers ensure that everyone is given equal opportunities and is supported according to their individual needs.”

The registered manager said, “Equality and diversity is very important to us. We have a diverse staff team, so equality and diversity is very paramount, and all the staff are trained on this and educated to respect people’s views and values and accepting of differences.”

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 provider had made improvements in this area. Governance systems were now more effective and used to regularly check and audit the quality and safety of care and support provided to people. Outcomes from checks and audits were used to make any changes required and support staff to improve their working practices.

Managers understood and demonstrated compliance with regulatory requirements. They also understood their responsibility to provide honest information, suitable support and to apply duty of candour where appropriate.

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 collaborated with health and social care professionals on the delivery of safe care to people. They followed guidance and recommendations from professionals to support staff learning and improve the safety and quality of the delivery of people’s care and support. A healthcare professional told us, “Based on my experiences with Invicta 24, they are always open to new suggestions and feedback from myself.”

The provider focused on continuous learning, innovation and improvement across the organisation and local system.

The provider had acted to improve the service since our last inspection. Managers had addressed the areas of concern found and improved the safety and quality of the service. The registered manager told us, “I would say that we tried to rectify the issues from the last inspection. We got support from the local authority quality assurance team to help us make improvements. We have worked more closely with people and encourage them to give us feedback and communication is better.”

Arrangements were in place to obtain regular feedback from people, their representatives and staff to help the service continue to learn and improve. Managers used the learning from feedback, along with outcomes from audits and checks, to make improvements to the quality and safety of the care and support provided to people.