Onecare-uk 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. At our last assessment we rated this key question good. At this assessment the rating has remained good. This meant the service was consistently managed and well-led.

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.

The provider prioritised staff morale, retention, and a positive, inclusive working culture.

There were clear shared values and staff felt they worked collaboratively with management to deliver the goals of the service. The provider promoted inclusion, trust and communication to understand the needs of the person using the service and the staff team and ensure the delivery of high-quality compassionate care.

Staff reported feeling valued and motivated, and understood the importance of teamwork in achieving positive outcomes for people. A member of staff said, “This company is really good. I have worked for other companies, and this one really understand people’s needs and are always there to help you if you need anything.” Another member of staff told us, “When I first started the management team were very responsive about organising the rotas around geography of the area. They really listened and made changes that have made a real difference.”

Staff were supported by management to deliver consistently safe, person-centred care and support to people in line with their vision and values for the service. The provider used audits and checks, individual and group meetings to help make sure staff understood how the service’s values should be achieved through their working practices.

The provider had inclusive leaders 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 and relatives were complimentary about the leadership approach of the registered manager who they consistently described as approachable, responsive and reliable. A person said, “I am sure managers know their job because everything works well and the carers are kind.” A relative told us, “I have confidence in management and the company. Everything is running smoothly.” Another relative said, “I think overall the organisation is good and I have confidence in how things are organised.”

Staff spoke positively about the management of the service. They said they were well supported and felt like a valued part of the team.

The management team completed regular audits and checks in attempt to identify issues, concerns or priorities for the quality and overall running of the service.

The provider fostered a positive culture where people and relatives felt they could speak up and their voice would be heard. There were clear reporting structures, staff understood who to speak up to and how.

Staff told us they felt supported, aware of their rights, and confident to raise any concerns. They said management were approachable and they trusted them to take appropriate action should concerns be raised, but also understood how to escalate further if necessary.

Speaking up procedures were in place and accessible to staff. Staff were able to discuss issues at one-to-one meetings and team meetings. There were procedures for responding to concerns and to support staff to feel confident speaking up.

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 told us they took active steps to ensure equality, diversity, and inclusion for all staff. This included robust, fair recruitment procedures in line with their policies, to ensure all potential new staff were assessed fairly and to secure a skilled, diverse, and committed workforce. Staff completed an induction programme which included training to ensure they understood their responsibilities to treat colleagues fairly, respect differences, and work inclusively.

Staff told us they were treated fairly and supported as individuals. Management were sensitive and responsive to staff’s individual circumstances. This helped to ensure reasonable adjustments were made to accommodate staff’s needs.

The provider had responsibilities, roles, systems of accountability and governance systems in place. However, we found that these did not always identify shortfalls. Systems and processes were in place to help monitor the quality and effectiveness of the service to help ensure risks were identified and mitigated, enabling and empowering people to receive safe care.

The provider had governance and assurance process at various levels which included service level audits and managerial audits. However, we found that they did not always clearly identify some of the issues we identified during this assessment. For example, in respect of the lack of detailed PRN protocols and lack of specific risk assessments. We discussed this with the registered manager who was receptive to feedback and said that they would make the required improvements.

The provider also carried out regular monitoring and gathered feedback through spot checks, supervisions and telephone assurance calls. These checks helped the provider to maintain oversight and ensure the safe and effective delivery of care.

There was a clear management structure in place, with all staff being clear on their duties and responsibilities.

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 provider worked with other professionals to help make sure people received continuity in their care.

Care professionals we spoke with told us they had a good working relationship with the provider. A care professional told us, “The provider has always been responsive and has provided any required information in a timely manner and engaged with us.”

The provider focused on continuous learning and improvement. Management looked for ways to improve the running of the service and the quality of care people received. Systems were in place to seek feedback from people, relatives and staff. People, relatives and staff were encouraged to provide feedback through meetings, telephone monitoring, surveys and quality assurance checks.

The culture within the service promoted honesty and learning from mistakes and there was a clear understanding of the need to be open in the event of anything going wrong.

The provider promoted a learning culture within the service. Staff received on-going mandatory training and training to meet people’s specific needs.