Eleanor Nursing & Social Care Ltd - Brent Office

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 inspection we rated this key question requires improvement. At this inspection 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.

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. The provider implemented a shared direction and culture for the staff team based on the principles of diversity, equality and human rights, inclusion and engagement. They understood the challenges and the needs of people in their communities. Feedback from members of staff indicated a positive staff culture where new ideas and suggestions about delivering care and support were welcomed.Staff were rewarded for their performance and nominated for care and employee of the month awards. There were records of compliments, awards and recognition of the staff and managers. This promoted a positive and motivated workforce where staff to provide the standards of care expected of them.

Staff were very positive about the culture, the management, direction and leadership within the service. They felt valued and listened to and were encouraged in their development. A staff member said, “It has been an amazing experience working for the service.”

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 and relatives spoke mostly positively about the service and the management team. They told us they were treated with respect and understanding. A relative said, “Well organised agency. Not sure of the manager’s name but the office staff are all friendly and helpful.” Other people and relatives also mentioned they were not sure if they had met the registered manager. The registered manager told us they had not visited some people in a while and would plan to see and speak with them.

Staff were also positive about the management team and told us they cared for the staff and people they supported. A staff member told us meetings took place monthly. They said, “The manager is very approachable, nice and supportive.”

Some people and relatives were not fully satisfied with the service and we heard comments about the quality of training staff received, mainly for new staff who they were not as familiar with. A relative said, “Training is not well managed by the company; they need more basic training around the wearing of PPE and name badges.” Another relative said, “They need to send experienced staff. Not 2 who need training. There should be more continuity.” We fed some of their comments and concerns back to the registered manager to address any issues. Records showed all staff received initial training and refresher training in key areas needed to support people safely and effectively.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff said they were able to speak with either the registered manager or director and said they were approachable and open to discuss issues. Staff felt they would be listened to respected should they give feedback or raise any concerns. A staff member said, “I think the managers are good. They are very professional and helpful in their approach.”

People and relatives could contact the service at any time to speak with senior staff. They said they knew how to make complaints and felt there was a positive culture in the service, which welcomed feedback. The registered manager was available to speak with people or relatives and listen to concerns they raised.The service carried out surveys to obtain feedback from staff, which was analysed. The management team demonstrated how they took their views seriously. Examples of changes made included increasing pay and staff hours where requested and supporting staff to achieve additional qualifications.

The provider valued diversity in their workforce. They work towards an inclusive and fair culture by improving equality and equity for people who work for them. Staff felt they were treated fairly by managers and worked well with them as a team. The registered manager said, “We are a diverse team, and we can meet the needs of our community. We also give consideration for our staff’s equality needs such as prayer times and cultural and religious festivals.”

Staff told us they were treated fairly and felt included. They completed training in equality and diversity and had an understanding of what it meant. Recruitment and disciplinary processes were in place and ensured there was no disadvantage based on staff's specific protected equality characteristics. The provider had processes to ensure an inclusive workplace where staff were treated and supported as individuals.

The provider had effective governance systems in place. There were systems to monitor the quality of care people received, which helped to identify if any improvements could be made. These included observations of staff competency, telephone monitoring calls to people or visits, audits and staff meetings.

At our last inspection, we found the provider's systems around monitoring staff visiting people in the community was not effective. The provider had also not implemented robust procedures to make sure sufficient and suitable staff were deployed to cover emergencies. These issues had since been addressed. The provider had recruited more staff to cover all eventualities such as sickness and emergencies. All calls were monitored and logged and procedures were in place for accidents and incidents. There was an out of hours procedure and members of the management team were available on call 24 hours a day.

The registered manager was supported by a leadership team who helped monitor the service. People, relatives and staff told us the service was well managed. Records showed and staff confirmed that spot checks and assessments of their performance were completed regularly. Staff were encouraged to develop and make improvements in their work where necessary.

Audits of medicine records, care logs, training, call logs and incidents were carried out by the registered manager to check that staff were completing them accurately. We noted that the service recently transitioned to a new care system at the end of August 2025, which meant staff were still getting used to using it and progress was still being made to ensure all records were up to date as they were being transferred. The regional manager told us they provided comprehensive training and ongoing support to both care staff and office-based staff.

The provider understood their duty to collaborate and work in partnership, so services work seamlessly for people. They share information and learning with partners and collaborate for improvement. The service worked well with people, families and professionals such as district nurses, the police and social workers. The registered manager and other senior managers contacted and networked with external organisations, such as the local authority, for advice, guidance and developments within the health and social care sector. Professionals, such as the local authority that commissioned the service, provided positive feedback about the provider and felt the service was performing well.

The service worked with other Eleanor Nursing and Social Care branches to share good practice and learning. The regional manager told us, “Our collaborative, multidisciplinary approach ensures that each service user receives person-centred care tailored to their individual needs. By working closely with a wide range of professionals we can provide seamless support that goes beyond routine care delivery.”

The provider focused on continuous learning, innovation and improvement across the organisation and local system to encourage ways of delivering equality of experience, outcome and quality of life for people.The provider had systems in place to drive improvements in the service. For example in training, workforce development and reviews of incidents and call monitoring. The management team had recently reinforced the importance of accurate time recording and documentation with all staff. Staff were monitored through additional spot checks and log reviews where concerns had arisen. This showed there was effective monitoring in place.

Feedback from staff, people and relatives was obtained and analysed to make adjustments to the service where necessary.People and staff felt there was a focus on improving people’s care and support. Staff told us they attended team meetings with the management team to share information, listen to updates and discuss where improvements were needed in the service.