1-2-1 Live In Care 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.

At our last assessment we rated this key question requires improvement. At this assessment the rating has changed to 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 79 (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 provider was committed to creating a culture where people were supported to have high quality care within their own home. Staff were proud of the care they provided and said they would definitely recommend the service. One professional told us, “The agency strives to excel in all they do, putting the customers first.”

The registered manager was open and approachable which created an environment where people and staff could share their views and concerns. People and their relatives knew who the registered manager was and said they could always contact them with any queries or concerns. One person commented, “I know the manager and her deputy’s name. They are approachable, they listen to me and they are easy to get hold of by phone. If I have to leave a message they will get back to me very quickly."

The provider had exceptionally inclusive leaders who understood the context in which they delivered care 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 always did so with integrity, openness and honesty.

There was a registered manager in post who had the experience and skills to manage the service.

People and staff were extremely positive about the management of the service.

Staff felt very well supported and valued by the management team. Comments included, “Best bosses ever. They are always there for you,” “They are fantastic to work for. I would definitely recommend” and “100% good company. High standards of care and great support.”

One person told us there was an “Impressive management team.” Everyone we spoke with said they would recommend the service. One person said, “This service was recommended to us, and we would recommend it to others.” Another person told us, “I would definitely recommend this service to others. It is so much better than the domiciliary care I had previously and I am now very happy living in my own home with my own familiar things around me."

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

People and staff told us they felt able to speak up. All felt that any concerns raised would be taken seriously and fully investigated.

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 said they felt fairly treated and respected by the provider.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care and support. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

Staff were clear about their roles and responsibilities. They knew when to seek support, or ask for advice, and felt confident to do so.

The provider had systems to monitor quality and plan improvements. These included audits, surveys and in person checks on care provided to people.Audits were used to raise standards. For example, one care plan audit highlighted a shortfall, and we saw this had been addressed by the following month.

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 service provided care to people over a large geographical area. They had liaised with professionals in all areas to make sure people received appropriate care.

Throughout the assessment we heard how the provider worked in partnership with people, families and other professionals to support people to remain part of their communities.

The provider focused on continuous learning, innovation and improvement across the organisation. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people.

The provider was committed to developing and improving the service offered to people. There was a service improvement plan which showed ongoing development and improvements.

The provider had recently introduced a digital system for staff to use for record keeping. This had enabled the management team to have real time oversight of care and support provided. The registered manager told us they were hoping to develop this so people and families could access records remotely.