Vivid Care Services Ltd

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 inspection for this service. This key question has been rated 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. Vivid, working with the MDT, ensured people were at the centre of their support when decisions about their lives were made. Staff enjoyed working for the service and felt supported in their roles. Relatives were very complimentary about the values of the staff teams. A relative said, “The staff are focused around [Name], who has flourished; more calm, settled and happy. They’re so engaged with [Name].” A professional told us, “The staff values base is brilliant.”

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, and management team, were visible in the supported living services. Staff, relatives and professionals said they were approachable and responsive to requests and issues. A professional said, “Overall, they are very approachable, and work with the rest of the MDT to find solutions” and another told us, “We have discussed some recent communication issues, and Vivid accepted the advice given and agreed to put new processes in place.” Vivid had plans to expand their services and would introduce additional management support in line with this, for example senior workers who would manage several supported living houses.

The service fostered a positive culture where people felt they could speak up and their voice would be heard. Staff said they were able to speak with the managers if they needed to and said they would be listened to and any issues acted upon. There was regular MDT meetings with families and professionals, and a strong focus on supporting people to develop skills and have new experiences. A professional said, “There’s been improvements for [Name]. They used to refuse to go out and not join in with things. Now they’re going out and spending time out of the house.”

The service valued diversity in their workforce. They work towards an inclusive and fair culture by improving equality and equity for people who work for them. Staff said they were treated fairly, and everyone worked well together as a team. Staff completed training in equality and diversity.

The service 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 act on the best information about risk, performance and outcomes, and share this securely with others when appropriate. A system was in place to report all information, including incidents and feedback on activities, to the weekly or fortnightly MDT meetings. The management team completed spot checks at each supported living property and used an electronic system to monitor medicines administration and incidents in real time. Regular management meetings had been introduced to discuss the services and any issues that had been identified. Professionals and relatives said any issues were discussed and resolved with the service promptly. We discussed with the registered manager about developing further formal quality assurance systems as the service grew and MDT meetings reduced in frequency.

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. The service worked well with families and professionals through the MDT meetings to enable people to transition to their new homes and then develop new skills and access their local community. One professional said, “We work really closely as an MDT.”

The service 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 contribute to safe, effective practice and research. Staff were proactive in making suggestions for developing people’s social activities and involving them in day-to-day activities. They worked with other professionals to ensure people had social stories for any new activities so they could be informed and involved in what they wanted to do. A relative said, “We have meetings every week to look at what they can do differently and improve.”