One to One Plus South

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

Well-led – this means we looked for evidence this means we looked for evidence that 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 Good. At this inspection 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 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 registered managers had created an open, inclusive and person-centred culture that focused on the needs, wishes and experiences of the people they supported. Leaders were actively involved in the service, they regularly spent time with people, their relatives and staff to monitor standards and build positive relationships.

The registered managers worked alongside staff to create a collaborative working environment, to encourage learning and professional development to ensure that best practice was maintained. Staff told us that the registered managers was accessible, offered guidance and responded to concerns promptly. This helped staff to feel well supported.

Staff understood the provider’s vision and values ensuring that people were the heart of the service. One staff member told us, “Their ethos and values are brilliant, they get the best out of people.” We observed staff consistently demonstrating the provider’s values in the way they supported people to promote choice, dignity and positive risk taking.
 

The provider had inclusive leaders 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. The registered managers had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.

The registered managers were visible, approachable and compassionate. They had a strong understanding of best practice and the needs of people using the service. The registered managers were committed to improving and developing the service for the benefit of people and staff.

Staff told us they felt listened to, respected and valued. This supported a confident workforce committed to delivering high-quality care and positive outcomes.
 

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

Staff were encouraged to speak up and raise concerns without fear of discrimination or reprisal. They told us they felt confident to approach the registered managers and were assured that concerns would be listened to, taken seriously and acted upon. The registered managers encouraged a culture where learning and improvement was valued.

The registered managers had a whistleblowing and complaints policy in place which staff knew how to access. Staff were aware of process to report concerns both internally and externally if needed. Management meetings with included an ‘open session’ which was an opportunity for them to talk openly and honestly about work challenges.
 

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.

Staff were valued for their individual skills, experiences and contributions towards the service. The registered managers actively promoted equality, diversity and inclusion within the workforce and ensured that reasonable adjustments were made to support staff to fully participate and thrive in their roles. This inclusive approach helped create a supportive and respectful working environment where knowledge and expertise supported safe, effective and high-quality care.

The registered managers made sure that recruitment was fair, inclusive and based on abilities. Staff received equality and diversity training, they understood how to promote and respect people’s difference, human rights and to challenge discrimination.
 

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.

The registered managers had effective governance, management and oversight systems in place to monitor the quality, safety and effectiveness of the service. A range of quality assurance processes were used including audits, care plan reviews, medication reviews, health and safety monitoring and incident investigation. Incidents, accidents, complaints and safeguarding concerns were monitored to identify themes, treads and learning to help improve people’s experiences and minimise risk of reoccurrence.

The registered managers sought feedback from people, their relatives and staff to understand the performance of the service and identify opportunities for improvement.

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.

People were encouraged to build connections and be active members of their local community. This enabled them to develop life skills and promote inclusion. People had access to employment and volunteering opportunities, which promoted them to contribute towards society in ways that were meaningful for them.

The registered managers worked in partnership with the wider community to support people to maintain their independence and experience fulfilled lives. They recognised the importance of collaborative working to develop effective relationships with health and social care professional, relatives and community organisations. Partnership working was based on open communication, mutual respect and a shared commitment to achieving positive outcomes for people.
 

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.

The registered managers demonstrated a positive approach to learning, improvement and innovation. They were committed to continually developing the service for the benefit of the people they supported. Feedback from people, relatives, staff incidents, audits and external partners drove positive change. There were effective systems in place to implement change and develop the service.

The registered managers had clear development and improvement plans in place, which identified priorities, actions and responsible leads. Management reviewed progress and ensured that quality of care was maintained.