One Impact Care - Ealing

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

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 registered manager described clear values centred on improving people’s lives and supporting their wellbeing. Care guidance and planning reflected this approach, with an emphasis on promoting independence, respecting preferences and delivering care that met individual needs.

Staff demonstrated these values in practice. They described reporting concerns, following care plans and adapting support based on people’s needs. Feedback from relatives was consistently positive, highlighting staff being kind, respectful and understanding of people’s needs.

The service supported open communication and involvement. Systems such as regular contact, feedback processes and reviews ensured people, relatives and staff were engaged and able to contribute to care delivery.

As a result, people experienced a service where care was delivered in line with clear values. This supported consistent, person‑centred care and positive outcomes for people.

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 demonstrated a clear understanding of people’s needs, care processes and regulatory responsibilities. They described structured approaches to care planning, risk management and service delivery, showing they were able to lead and oversee care effectively.

Leadership focused on inclusion and person‑centred care. Systems such as personalised care planning, communication support and matching staff to people’s needs showed leaders prioritised equality and meeting diverse needs.

Staff were supported to carry out their roles and understood expectations. They described reporting concerns and following care guidance, which reflected consistent leadership and oversight.

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

The service had clear processes for reporting concerns. Staff described escalating issues to the office and following organisational procedures when they identified risks or concerns. This showed staff understood how to raise concerns and that systems were in place to support this.

Leaders promoted openness and transparency. They described encouraging staff to speak up about concerns and share information relating to people’s safety and care. This approach supported communication across the service.

Staff demonstrated confidence in using these systems. They reported concerns appropriately and understood their responsibilities, which reflected a supportive and open culture.

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 service promoted a fair and inclusive workplace where staff were treated equally and supported in their roles.

Staff had equal access to training, responsibilities and opportunities.

Policies were in place to prevent discrimination and promote fair treatment. Staff said requests for flexible working were considered and supported where possible, which helped them balance work and personal responsibilities.

Leaders reinforced expectations around equality and inclusion through everyday practice. Staff described a respectful working environment where diversity was recognised.

Staff felt fairly treated and supported, which helped them work confidently and deliver consistent, respectful care to people.

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 service used structured systems to oversee care, including audits, care plan reviews and monitoring of incidents and complaints. These processes enabled the provider to identify issues and ensure appropriate actions were taken.

Governance processes were embedded in day‑to‑day practice. Oversight systems ensured care remained up to date and effective. This ensured that information about risks, care delivery and outcomes was used to inform decisions.

The provider also maintained oversight of policies and procedures to support safe and effective care. Monitoring arrangements helped ensure care remained aligned with people’s needs and organisational standards.

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 was organised with input from relatives and other services where required. Records showed shared responsibilities, for example where other providers supported aspects of care.

Leaders described working with a range of professionals depending on need, including healthcare services, and maintaining contact to support people’s care.

Relatives confirmed they were involved in care and communication with the service. Feedback showed families felt informed and able to raise concerns, with issues acted on when needed.

People received coordinated care that reflected input from those involved in their support. This reduced the risk of gaps in care and helped ensure their needs were met effectively.

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 had processes to record, review and respond to incidents and concerns. These included documenting issues, investigating them and developing actions to address any risks identified. This supported a structured approach to learning.

Learning was shared within the service. Team meetings and communication systems were used to discuss issues, share information and keep staff updated on changes in practice. This helped ensure staff were aware of risks and how to respond.

The provider also used reviews and monitoring systems to identify changes in people’s needs. Care plans were updated following reviews, which supported continuous improvement in care delivery.

The provider was able to identify areas for improvement and take action. This supported safer care and helped ensure people’s needs continued to be met effectively.