New 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 inspection we rated this key question requires improvement. The rating for this key question 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 71 (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 members’ comments included, “An open and supportive culture is encouraged”, “I am very impressed with how management support staff and how everyone feels involved in making sure our clients are well cared for” and “I am happy working here and feel valued and supported. I am committed to providing good quality care.” Equality and diversity within the service was promoted. New staff received support and training which helped them to show those values in their daily work with people. A staff member told us, “I shadowed experienced senior staff until I worked on my own.”

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. The registered manager demonstrated they had the skills and knowledge to manage the service effectively. Staff members’ comments included, “Management are available and supportive when needed”, “The manager is very approachable and listens to views” and “I really feel supported by my manager and senior staff. When I don’t understand something, I can always call the on-call phone any time.”

The service fostered a positive culture where people felt they could speak up and their voice would be heard. Processes were in place for staff and people to speak up. The provider had a clear whistle blowing policy. Staff could raise concerns and the information about how to do this was available in the staff handbook. A staff member commented, “I feel able to speak up openly about any issues.” Staff meetings took place. A staff member told us, “We have scheduled monthly meetings, and occasionally emergency meetings are called when needed. Feedback is welcomed and acted upon.”

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who work for them. Staff had received equality and diversity training.

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. There was oversight from the provider to review the quality and safety of the service in line with regulatory requirements, with quality checks carried out. However, these checks had not always ensured some aspects of the care and support provided was effective. For example, in relation to care continuity and medicines. We identified further improvements were needed in these areas.

Staff at the service understood their duty to collaborate and work in partnership, so services work seamlessly for people. They shared information and learning with partners and collaborated for improvement. Staff worked alongside other professionals to ensure appropriate support was provided.

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. Staff and leaders had a good understanding of how to make improvement happen. Leaders encouraged staff to speak up with ideas for improvement. Processes to ensure that learning happens when things go wrong, and from examples of good practice were well-established. There was evidence of changes that had been made to the service to make improvements and to address checks and audits outcomes and in response to people and staff feedback.