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.

Staff were required to sign a dignity contract at the start of employment clearly detailing the behaviours and values expected of them. All staff we spoke to told us that they received positive recognition of quality care provided and this helped them to feel valued. The registered manager told us, “I am a nurse and started as a carer. I know how hard the job can be and how important it is to recognise staff when they have supported people well.”

Staff used language in people’s care notes, which clearly demonstrated a culture that focused on enabling people to enjoy a full life and mirrored nationally recognised tools for supporting vulnerable people who may experience distress.

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.

The provider held weekly meetings with managers to ensure the service was supporting people well. A manager told us, “If we or a person needs something the provider will support this. For example, a member of staff mentioned in a team meeting that they felt we needed to have a team building day to bring us together. It is something we are actively exploring to develop.”

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

People, relatives and staff were provided with information about how to raise a concern and a whistleblowing policy was in place. A 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.

Staff told us they were supported to overcome any barriers to work and that the provider was flexible. One said, “I have caring responsibilities and there may be times I need to leave work.

The manager supports this.” The registered manager told us how they would support people who experienced difficulties because of aspects such as dyslexia and had a good understanding of how to access additional support for staff.

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 carried out 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.

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. The registered manager was in the process of exploring with external professionals how they could maximise a person’s quality of life, whilst navigating the various health difficulties they experienced. People’s records clearly demonstrated active partnerships with various professionals who were involved in people’s care. This meant the care provided was joined up and changes to people’s presentations could be acted on quickly

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.

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, so they could be more focused on the person.