All Care (UK) Limited Isle of Wight

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 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 71 (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 a clear aim of providing a person-centred service which promoted people’s rights and independence. This was reflected in a notice on the office wall stating the providers values in respect of people as being, ‘Treat people with dignity and respect. Kind and caring through actions and words. Value people as individuals. Positive experience for all. Opportunities for personal fulfilment. Accessible for all.’ The registered manager said these goals were shared with staff during induction and monitored during field supervision.

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 registered manager had been shortlisted for a prestigious national registered managers award. They were supported by an area manager and the provider’s compliance team as well as by a small office-based staff team. Each had a distinctive role within the organisation and understood their individual responsibilities. Discussions showed the local management team knew service users and staff individually. Care staff were positive about the registered manager and support they received from the office-based staff. For example, one staff member told us, “Absolutely, they are amazing. I nearly left a while ago then it changed to the current registered manager, and I now feel fully supported.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff said they felt able to raise anything with the management team and felt they would be listened to. Anonymous staff surveys had been completed and these also showed that most staff felt listened to. The registered manager said they worked to encourage staff to raise concerns. Staff were provided with information via a monthly newsletter.

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 management team told us they valued diversity in their workforce. Staff were recruited based on attitude and skills. Staff did not raise any equality concerns.

The provider did not always have clear responsibilities, roles, systems of accountability or good governance. They did not always act on the best information about risk, performance and outcomes, or share this securely with others when appropriate. We identified areas for improvement which had not been identified by the provider’s governance processes prior to the inspection. These are detailed in previous sections of the report. A service development plan was in place to identify, promote and monitor that any necessary improvements were being made. Providers are required to notify the Care Quality Commission (CQC) of specific events which occur. Although appropriate action had been taken and information shared with the local authority, we had not been formally notified as required about some safeguarding concerns. There was a management team (nominated individual, area manager, registered manager and office staff) in place who understood the service and the actions required to ensure good quality sustainable care. Policies and procedures reviewed reflect current best practice.

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 management team expressed an open positive attitude to receiving support and understood how and where they could access support. An external professional told us, “We have found the manager to be responsive.” They added, “If a family member did require this type of service, I would certainly explore support from All Care as an option.” Other external professionals said they would also be happy for a family member to be cared for by the service. One said, “All-Care are responsive and communicate openly which serves us well in our roles. Individuals are supported to remain in their own homes which is always preferred over a placement where possible.”

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. An external professional told us, “The service is well managed, and the management team are approachable.The registered manager has had to work hard to rebuild the business and get it back on track.We have certainly seen the evidence of the improvements over the course of our visits.Any recommendations we have made have been considered by the service, implemented and embedded.” There were processes for seeking and reviewing feedback from people, family members and staff, accidents and incidents and complaints to ensure learning was implemented leading to overall service improvement. The provider shared learning from their other services to promote continuous improvement.