All4One 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 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 provider had embraced technology to record all people’s health needs on an electronic system, that could be accessed by managers remotely, to check the quality of care provided. Staff demonstrated how this quickly supported them to access the care plan information to support people, and minimised the time needed to be spent on administration work.

Staff signed a dignity contract at the start of their employment, clearly detailing the behaviours and values expected of them. Staff told us that they received good recognition of quality care provided and this helped them to feel valued.

Staff received a card on their birthdays, a gift card at Christmas and told us the provider was flexible to support their needs. One said, “If I need to attend an appointment, or pick up a dependant, then I know I will be supported.”

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.

Leaders at the service used inclusive, caring and appropriate language to describe people’s needs in care plans and risk assessments. Staff’s daily care notes also demonstrated this respectful culture. People were supported by staff who worked in line with clear values and behaviours, that were underpinned by a dignity charter.

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

People, relatives and staff knew how to raise a concern, and a whistleblowing policy was in place. One member of staff told us, “I am not afraid to raise concerns because I know I will be listened to. But I have not had to raise any concerns yet.”

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.

Whilst the provider only employed a small number of people in their home care provision, the registered manager was able to tell us how they would ensure staff were supported in respect of equality, diversity, and inclusion. For example, if a staff member had a disability or caring responsibilities.

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 manager conducted a variety of audits and visual spot checks of the care provided to assess the quality of the service. These identified where things needed to improve and specified what actions would be taken, by whom.

The provider had funded training for staff who had the desire and ability to progress to leadership roles within the organisation, including level 5 manager training. Once trained, these members of staff were actively involved in management responsibilities so they could use their new skills. This supported the retention of staff.

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.

Care plans clearly documented who was involved in people’s lives and the role that they undertook. Staff understand who to contact If people’s needs changed.

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.

At the time of this assessment, the provider was only supporting 2 people with minimal personal care. However, the registered manager was able to give examples of how they would share information with staff and external professionals to share learning. For example, by way of team meetings and consultations with professionals involved in peoples care, including commissioners of social care provision. The provider had also shown some innovation in supporting people within their supported living care provision, which was reported on separately.