Vision Care Services

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 assessment we rated this key question requires improvement. At this assessment 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.

The management team and staff demonstrated a commitment to person-centred care and improving outcomes for people. There was a large office team, supporting the care team. The atmosphere was warm and inclusive, and staff spoke with pride about the values of the company and dedicated team working. The provider commented, “The vision and values start with us,” and a staff member said, “It is a positive and inclusive culture where staff feel listened to and supported.”

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 registered manager had the skills and commitment to support the service. There was a focus on genuine, positive outcomes for people, the development of staff and the quality of the service. The registered manager was approachable and visible. We received positive feedback about the registered manager’s commitment from people, relatives, staff and stakeholders who worked closely with the service. A stakeholder commented, “The registered manager has always been open, transparent and professional.” The provider was also active in the service and available to staff and people.

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

The provider had a whistleblowing policy in place, which included clear guidance to support staff to ‘speak up.’ Staff understood the processes to follow, should they have any concerns. The provider ensured people knew and were able to exercise their rights.

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 employed a diverse staff team. Human resource policies were in place to ensure staff understood their rights as an employee. Staff differences and cultures were embraced and celebrated. The service had a good record for retaining staff, and staff spoke highly of the support they received from the management team. There was a recognition and rewards scheme and staff felt appreciated by the provider.

The provider had clear responsibilities, roles, systems of accountability and improving governance arrangements. They used these to manage and deliver good quality, sustainable care, treatment and support.

Improved audits and checkswere in place to monitor the quality and safety of the service. Management structures and roles were clearly defined, which meant detailed checks were in place, with effective oversight from the registered manager. There were regular management meetings to review quality and safety, which fed into a live action plan. The provider had policies in place, which were reviewed and up to date.

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 collaborated with the local authority who commissioned care, and health and social care providers. The provider demonstrated they valued and welcomed partnership working. We also saw evidence of other strong community links. This included involvement in charitable initiatives and local community groups. The service also worked closely with local schools and universities to provide opportunities for work experience. We saw a range of recent testimonials from community groups, highlighting the proactive and positive involvement of the service. Stakeholders gave positive feedback about the quality of the service. Comments included, “I have consistently found their practice to be of a high standard, both at frontline support level and within their wider organisational approach.”

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.

There was a culture of learning and improvement. Staff in all roles expressed a pride in working for the service and in the care and support they provided. The provider had learnt from the issues raised at the last assessment and made improvements in multiple areas. The provider spoke passionately about further planned improvements including further digital initiatives to support high quality care.