OneCare Southampton Head Office

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 newly registered 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 promoted a shared vision, strategy and culture based on transparency, equity, equality, human rights, diversity, inclusion and engagement. They demonstrated an understanding of the challenges faced by people and their local communities and used this to inform service delivery.

Staff understood the aims and values of the organisation and reflected these in their practice. One staff member told us, “OneCare Southampton promotes values of compassion, person-centred care, dignity, and respect for both clients and staff. The culture feels positive, inclusive, and supportive.”

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 felt supported by the registered manager and senior team. One staff member told us, “This is genuinely a good place to work. What I value most is building meaningful relationships with the clients I support and knowing that the care I provide makes a real difference to their lives. I am proud to work for OneCare Southampton and would recommend it both as a care provider and as an employee.” Another staff member said, “Team meetings are held regularly, and I find them useful for sharing updates, raising issues, and staying connected with colleagues.”

The provider fostered a positive culture where people and staff felt able to speak up and be heard. The provider actively sought feedback from people and their relatives through surveys and used this information to drive improvements to the service.

Staff told us they felt confident to speak up on behalf of people and understood how to raise concerns. One staff member told us, “I feel very comfortable speaking up at work and confident that my voice is heard. I have never felt reluctant to raise a question or concern.” Another staff member said, “I have no concerns about the service. If I did, I would feel completely comfortable raising them with my supervisor or directly with the office, and I am confident that any concerns would be taken seriously.”

The provider valued diversity within their workforce and promoted an inclusive and fair culture. They took action to improve equality and equity for staff.

The provider implemented policies and procedures to promote equality and diversity. Senior managers engaged regularly with staff to gather feedback and provide support tailored to their individual needs and circumstances. One staff member told us, “I believe equality and diversity are genuinely promoted at all levels. I have always felt valued as a member of the team.”

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 provider had established a range of governance systems, including audits of care plans, medicines and other key areas. These systems generally worked well and identified actions to drive improvement. The provider carried out regular monitoring, including reviews of daily records, complaints, staff meetings, training, staff files, accidents and incidents, care calls and care plans. During our assessment the provider strengthened their medicine audits to ensure they would identify promptly when people did not receive their medicines at the planned intervals. The provider continued to improve recruitment records and incident notifications.

Leaders and managers supported staff effectively, and staff understood their roles and responsibilities. The provider and registered manager demonstrated a willingness to learn and improve, and they had started to take action to strengthen governance and record-keeping in line with best practice.

The provider understood their duty to collaborate and work in partnership to ensure services operated seamlessly for people. They shared information and learning with partner organisations and worked collaboratively to drive improvement.

Leaders and staff worked effectively with health and social care professionals to meet people’s needs. One professional told us, “Overall, I consider OneCare Southampton to be a committed and collaborative provider that works well in partnership to achieve positive outcomes for individuals.” Another professional said, “They engage well with partner agencies and communicate in a responsive and professional manner, which supports coordinated working and continuity of care.”

The provider promoted a culture of continuous learning, innovation and improvement across the organisation and wider system. They encouraged staff to find creative approaches to deliver equality of experience, outcomes and quality of life for people, and to contribute to safe and effective practice.

Leaders demonstrated a positive approach and a clear commitment to improving outcomes for people using the service. They sought feedback from staff and people both formally and informally to drive improvement. Staff meetings and supervision sessions provided opportunities to reflect on practice and identify areas for development. One staff member told us, “Staff are encouraged to report concerns and learn from mistakes. The focus is on improving practice rather than blaming individuals.”