One Touch Quality Kare

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 had a shared vision, strategy and culture. This was based on equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities.

Staff shared examples with us of how they worked together with the management team to better understand people’s needs and provide high quality support. One staff member said, “It has been a learning curve, but with training and support from the manager I have been helped to provide better support.”

The management team held regular meetings with the staff team to discuss policies, processes and care plans in order to develop and maintain a positive culture around learning.

The provider had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.

The management team spoke passionately about their aims for the organisation and spoke about a commitment to care for people. They told us that through their professional experiences they had identified where care does not work well for people and felt they could make a difference to people’s lives.

Staff told us the management team were caring people who supported them in their roles. They told us they could contact the deputy or registered managers with any queries, and they would help and advise them.

There were established systems in place to maintain good communication between the staff and management team, which enabled the managers to maintain good oversight of the quality of care being provided.

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

The management team told us there was a system of support for staff which offered opportunities for them to raise concerns if they needed to. This included supervision meetings, as well as regular staff meetings, where staff could share feedback on any aspect of people’s support, or their role.

Staff told us the management team welcomed feedback, and this helped them feel confident to raise any concerns, or suggest improvements One staff member said, “I am confident I can make suggestions, they always ask if there is anything they can do to improve. They are open to ideas.”

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 fostered a respectful, supportive culture towards individual cultural and religious beliefs and agreed reasonable adjustments based on equity and fairness. They also included inclusion information as part of every staff meeting agenda, which helped staff feel valued and supported.

Staff spoke positively about the support they received and told us the management team treated them well, giving consideration to their individual needs.

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 established systems in place to monitor the quality of care people received as well as the support provided to the staff team. The management team had clear processes to review people’s care plans, needs and individual requirements and recorded these reviews and any changes or improvements made.

Records showed where there were concerns, or care had not been delivered as planned, the management team had acted on this information and were proactive in reviewing practices, or guidance to ensure improvements could be made.

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 worked in partnership with other professionals to ensure people’s needs were met. The registered manager shared with us examples of how they and the deputy manager had worked with relevant healthcare professionals to provide people with the support they needed.

As part of this assessment, we asked the Local Authority for feedback, and no concerns were shared with us.

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.

Staff told us they could access additional training if they wanted or needed to and were supported to develop professionally by the management team.

The management team were keen to develop the service and told us they always tried to learn from situations, so they could make improvements to both themselves professionally and to the service. They promoted a culture where staff were confident to speak up and make suggestions about how the service could be improved and encouraged feedback from people, as a way of developing the service. Reflective exercises were completed by the staff team to review events with the aim of developing support strategies for staff and improving people’s experience of care.