121 Health&Care Limited

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 assessment 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 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 service had a positive culture, demonstrated by staff and leaders who were passionate and innovative in ensuring a shared vision and strategy for delivering high quality care.

Staff told us how they enjoyed working at the service. One staff member said, “Yes, the service is well-led. Our customers [people] are independent and safe in their own homes, supported by us, and our staff receive appropriate training, supervision, and programs tailored to their needs. Equality, diversity, and inclusion are always promoted for both customers and carers.”

The provider 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.

Staff consistently told us how they felt supported in their roles and how they found the registered manager approachable, open, and honest. Staff told us the communication systems and team working within the service were robust and effective. Staff told us they had briefings and meetings to keep up to date.

One staff member said, “Yes, I do attend team meetings, where my opinions are listened to, taken into account, and implemented whenever possible. This ensures that my input helps improve care practices and contributes to a person-centred approach that benefits both customers and staff.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Policies were in place to support this culture.

Regular meetings were held with staff, including supervision, handovers, and briefings. Staff told us they felt confident in speaking up to raise issues or concerns. One staff member said, “A positive aspect of our management team is that they listen to our concerns, discuss ways of improvement, and take appropriate action.”

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.

The registered manager demonstrated how they valued staff by working closely with them to understand staff’s individual needs and by making reasonable adjustments to accommodate and support them in their work.Staff told us where adjustments were made to their working week to support them.

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 manager monitored all aspects of care provision and used the information to improve the service. These systems flagged concerns such as missed medicines, accidents and incidents. The registered manager told us, “We use our audit process to improve the service and outcomes for people we support.”

Team meetings were in place along with briefings and consistent handovers and communication. Staff we spoke with were appreciative of these systems. One staff member said, “I consider that I have a voice in this service, as any decision or discussion I have with my management team is in the best interest of our customers [people]. I always communicate these decisions after consulting with them, listening to their opinions and wishes. My views are expressed based on evidence and experience, without including any fiction or assumptions.” Another said, “We check our processes to learn and improve.”

One relative said, “It is an excellent service, I cannot fault it, so well run.”

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.

The provider had built links with community services and healthcare services such as GPs, physiotherapy, dentistry, podiatry and opticians, as needed.

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 service documented learning within incidents and accidents and took direct action to support people and keep them safe. Staff felt they received feedback about incidents in a timely manner.

The registered manager told us, “We discuss ways of improvement as a team, and take appropriate action.”