Voyage (DCA) Hampshire

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 good. At this assessment, the rating has remained 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 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.

Processes were in place to promote equality and diversity for people and the staff team.

The registered manager told us, “Our ethos is about empowering individuals, working together, being honest, thriving to be outstanding and supportive. We foster a culture of learning and transparency, and we have an open-door policy. We work collaboratively with staff, we are open and honest, we seek views and work with them. Our values are embedded within staff inductions. Our values are included in our recruitment advert. We ask value-based questions during the interview process. We ask candidates to give us an example of when they have been open and honest.”

The shared direction ensured each individual person was at the centre of their support when decisions about their lives were being made.

The service had a proactive and positive culture of safety, based on openness and honesty. They listened to concerns about safety and investigated and reported safety events. Lessons were learnt to continually identify and embed good practice. People told us they felt the service listened to them and responded to any concerns they had.

Lessons were learnt to identify and embed good practice. Staff knew what incidents to report and how to report them. The manager shared learning with staff through staff communication channels and team meetings. We saw evidence of change as a result of incidents which had occurred.

The registered manager told us they received safety alerts from the government, local authority and CQC which informed them of upcoming risks along with themes and trends to ensure the provider could take appropriate action to mitigate these risks.

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

People living in the services were asked for their views in a variety of formats throughout the year, these included meetings with their keyworkers, house meetings and through surveys. Action plans were devised from these meetings and were shared with people. This meant people’s views were listened to and drove improvement.

Where there were maintenance issues within people’s accommodation, the provider supported them to report these concerns to their landlord.

The service 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 felt supported to give feedback and were treated equally, free from bullying or harassment.

People with protected characteristics felt supported. A staff member told us, “I like the provider very much. I am a migrant worker and there is a level playing field. The company 100% give’s everyone equal opportunities to grow and improve. I am completing my NVQ 3. The company has an open door policy, and the managers investigate concerns fairly.”

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.

Staff understood their roles and responsibilities. Staff and the management team understood the importance of reporting any changes to people’s wellbeing. They kept detailed records of the support people had received. There were effective governance processes in place to monitor and improve the service. Where audits identified shortfalls, actions were implemented and reviewed.

People received care and support in accordance with the principles of ‘Right care, right support, right culture’ guidance. People whose records we reviewed had recently reviewed support plans, risk assessments and PBS plans in place. People had access to a staff allocation sheet so they could see which staff members would be supporting them. Where people who requested for a different staff member to support them this was facilitated by the provider wherever practicably possible.

People were supported to attend regular meetings with their landlord so any tenancy concerns could be managed in a timely manner.

The manager was able to confidently tell us how they ensured safe record keeping by following the principles of General Data Protection Regulation (GDPR).

The service understood their duty to collaborate and work in partnership, so services work seamlessly for people. They share information and learning with partners and collaborate for improvement.

Staff, and the registered manager shared with us positive examples of collaborative working in partnership. The registered manager also told us, “We have a CQC nominated team who look at themes and trends and lessons learnt from recent inspections and cascade what we can improve on.”

The service strived to focus on continuous learning and improvement across the organisation and local system. Staff and leaders were working to establish a consistent approach to improvement including monitoring progress and outcomes.

The provider was responsive to our findings and acted immediately on key areas of improvement. They shared with us a detailed action plan of the actions they had taken and would be taking following our visit.