Livi UK

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

We found that the service was providing well led services because: • The service had a clear vision and credible strategy to deliver high quality care and promote good outcomes for patients. • There were clear responsibilities, roles and systems of accountability to support good governance and management. • There were clear and effective processes for managing risks, issues and performance. • The service involved patients, the public, staff and external partners to support high-quality sustainable services.

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.

Leaders at the service detailed clear vision and values for the service. This was shared with staff who they told us had input into the direction of the service. Staff told us that they felt engaged by leaders at the service. They told us that they were listened to, and detailed examples of how they contributed to the development of the service. Staff were aware of and understood the vision, values and strategy and their role in achieving them.

There was a clear vision and set of values, which we saw that the service acted on. The service had a realistic strategy and supporting business plans to achieve priorities. The provider planned the service to meet the needs of its patient group, and monitored progress against delivery of the strategy. Staff told us that the provider ensured that staff who worked away from the main base felt engaged in the delivery of the provider's vision and values.

Most staff told us that leaders were visible and approachable, although we also received feedback that senior staff were not always accessible. Staff told us that leaders worked closely with them to make sure they prioritised compassionate and inclusive leadership.

There were clear lines of responsibility to support capable and inclusive leadership.

Leaders at the service told us that the organisation considered it important that the voice of staff could be heard. Staff told us that they felt comfortable raising concerns, and were confident that the leadership of the organisation would act on them.

There were formal mechanisms by which feedback from all staff groups could be shared with the managers of the service.

Staff told us that they felt they were treated equally.

The service actively promoted equality and diversity. It identified and addressed the causes of any workforce inequality. Staff had received equality and diversity training. The service had a diverse workforce, and had made a number of adjustments to support staff groups

Staff were clear on their roles and accountabilities including in respect of safeguarding and incident management. Leaders detailed and demonstrated that they had established proper policies, procedures and activities to ensure safety and assured themselves that they were operating as intended.

Structures, processes and systems to support good governance and management were clearly set out, understood and effective. The governance and management of joint working arrangements and shared services promoted interactive and co-ordinated person-centred care.

Service users giving feedback did not comment on this aspect of the service.

Staff and leaders told us, they regularly engaged with patients and each other during meetings, they informed us they have a patient support team, and the had morning and afternoon check-ins where they can share and talk about patients wellbeing and communication needs.

Leaders at the service told us that they engaged regularly with their partner organisations. They told us that a full and diverse range of patients', staff and external partners' views and concerns were encouraged, heard and acted on to shape services and culture.

The service had formalised engagement mechanisms with both their partner organisations.

Leaders at the service provided details of how the service that they were providing had developed since it had first started, and how staff and partner organisations’ views were considered. They also encouraged staff to take time out to review individual and team objectives, processes and performance. Staff knew about improvement methods and had the skills to use them.

There was a focus on continuous learning and improvement at all levels within the service. The service made use of reviews of incidents and complaints. Learning was shared and used to make improvements.