One World Care

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 Care Quality Commission 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 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 vision for the service which focused on delivering high-quality, person-centred care. They told us, "Our vision at One World Care is to deliver person-centred support that improves people's quality of life and enables them to remain as independent as possible."

This vision was reflected in the way care was delivered and how staff spoke about the people they supported.

The provider encouraged reflection and learning and was committed to continually developing the service. Staff described a culture where good practice was recognised, learning was shared and improvements were made when opportunities were identified.

The provider told us the ethos of the service was to create an environment where people felt safe, secure and supported. They promoted this through regular engagement with staff, including supervision and appraisal processes, which helped ensure staff wellbeing was monitored and support was available when needed. Records demonstrated these arrangements were in place.

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.

People, relatives and staff spoke positively about the leadership of the service and how it was managed. One person told us, "I know who the registered managers are and have contact numbers to ring if needed."

People and their relatives consistently described the management team as approachable, supportive and responsive. They told us communication was good and felt any concerns or issues would be addressed appropriately.

Staff spoke positively about the support they received from the management team and told us managers were available when guidance or assistance was needed.

Feedback from staff, people and relatives demonstrated confidence in the leadership of the service and reflected a management team that was accessible and supportive.

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

People who used the service told us they felt able to raise concerns with the provider and were confident these would be addressed. The provider created opportunities for people and staff to share their views through regular discussions, supervision sessions and team meetings. Staff told us they could approach the management team at any time for support or guidance. A whistleblowing policy was in place, and staff understood how to raise concerns both within and outside the organisation.

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 provider promoted equality, diversity and inclusion within the service. Appropriate policies and procedures were in place to support this, and the provider had systems to monitor their implementation.

Staff had received equality and diversity training and demonstrated an understanding of the importance of treating people fairly and respecting individual differences. The provider also considered equality and diversity throughout its recruitment processes to help ensure fair and inclusive practice.

Staff did not raise any concerns in this area and told us they felt well supported and treated fairly.

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.

There were effective systems in place to monitor the quality and safety of the service. The provider completed a range of audits and checks, including those relating to medicines management, care records and staff training. Where improvements were identified, action would be taken to address them.

The provider told us they carried out regular spot checks and reviews of care delivery to ensure people received safe and consistent support.

Governance processes supported the effective running and ongoing development of the service. The provider reviewed information regularly to monitor performance, maintain standards and ensure people continued to receive high-quality care.

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.

People confirmed their needs were met through effective support from staff and appropriate involvement of health and social care professionals. Staff understood when to seek advice or escalate concerns about people's wellbeing.

The provider worked collaboratively with external professionals and agencies to promote positive outcomes for people. For example, staff liaised with occupational therapists, social workers, GPs and community nurses to help ensure people's changing needs were identified and appropriate care and support was provided. As part of this assessment, we sought feedback from the local authority, who did not share any concerns about the provider.

The provider focused on continuous learning, innovation and improvement across the organisation and local system.

People and relatives confirmed they felt listened to and engaged in decisions affecting the service. They told us their views were sought regularly and that they felt able to provide feedback about the care and support they received.

The provider valued feedback from people, relatives and staff and used this to support learning and service development. People and relatives were actively involved in shaping the service, and the provider demonstrated how feedback had been used to make improvements.

Staff told us they felt able to share ideas and contribute to service development through supervision sessions and regular discussions with the provider.

Where learning needs were identified, the provider took action to drive improvement. For example, changes had been made to the delivery of training, including introducing more face-to-face training opportunities and providing additional support where required. This helped ensure staff had the skills and knowledge needed to deliver high-quality care.