One to One Community 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.

At our last assessment we rated this key question requires improvement. At this assessment the rating has changed to good. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care.

The service was previously in breach of legal regulation in relation to record keeping and governance. Improvements had been made and the service was no longer in breach.
 

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. Staff and managers spoke of a culture of delivering high quality care to people in their own homes. Managers demonstrated a commitment to this through ensuring staff received training and support to do their jobs well. Regular spot checks and auditing took place to monitor for quality. Staff demonstrated a commitment to the people they supported. A staff member told us, “I really love working for this company, we are never rushed and are always encouraged to do what is best for the people we support.”

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. Managers at the service showed a commitment to service improvement. A substantial amount of work had taken place to improve records and governance at the service. Staff told us they felt supported in their roles. People and relatives told us they had confidence in the management team and could approach them if they needed to. A person told us, “I had an issue so I contacted the manager, they came to see me and we sorted it there and then.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. People, relatives and staff told us they felt comfortable speaking to the management team should they have issues or concerns. Processes were in place regarding whistleblowing and staff had access to information to support them raising concerns both internally or to external sources, for example the safeguarding adults team, if required.

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. Staff had access to regular supervision, training and support. No issues relating to equality, diversity and inclusion were raised during this assessment process.

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. Effective monitoring systems were in place to ensure service safety and quality. This included staff supervision, spot checks of care delivery and regular governance and auditing of care plans, care notes and medication records. Managers had introduced trackers to ensure consistency in how often checks were taking place and to bring consistency to their governance approach. Managers had utilised support to improve record keeping and governance and demonstrated a commitment to continued work in this area.

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. Where required, the service had liaised with health and social care professionals. For example, when people had become unwell, feedback from people and relatives evidenced staff and managers contacted health services promptly. Care records were available in people’s homes if they needed to be accessed by professionals.

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. The provider had completed a significant number of improvements to the governance, auditing and recording systems at the service. Concerns identified during the previous assessment of this service had been addressed. The management team had completed substantial work to improved governance and recording processes and were open to feedback and continual improvement.