Enabling Others Limited

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 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 inadequate. 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 provider was previously in breach of the legal regulation in relation to good governance. Improvements were found at this assessment, and the provider was no longer in breach of this regulation.

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.

Leaders had a shared direction that made sure each individual person was at the centre of their support when decisions about their lives were being made. Staff demonstrated they understood and embraced these values through provided personalised care. Managers described an improved culture where staff were encouraged to understand and support each other.

The provider had reviewed their role and leaders had made significant changes and improvements to the context in which they delivered care, treatment and support. They had been open and honest about where things had gone wrong and where improvements were needed. They told us, “We (registered manager and nominated individual) have spent 5/6 months evaluating the service, strengthening governance and embedding improvements in care delivery. There were lots of issues under safe and well led which needed to improve and we believe we have tightened things up.” This was confirmed through relatives who told us, “[Managers] were trying to sort everything out themselves and it wasn’t working; they weren’t listening to us. They have made significant improvements and acknowledged that things went wrong. We want to stay with them and hope things continue to develop” and “They communicate well and keep me informed of everything. I think things run smoothly.”
Staff felt leaders had provided more support for them and appreciated the improvements made. A staff member told us, “I think [Managers] were too involved and tended to micromanage to some extent. They have always had people’s best interests at heart, but it is also a business. They have stepped away from more hands on work to focus on the overall business and I feel things have improved as a result.”
 

The provider had developed a more positive culture where people felt they could speak up and their voice would be heard. The provider had forums and processes where staff could raise concerns or make suggestions. We saw that management actively promoted staff to speak up to drive improvement. They encouraged staff to raise concerns, share ideas and learning and promoted the value of doing so. Staff who we spoke with were confident their voices were heard, listened to and acted on.

There was evidence to show managers investigated any concerns or issues sensitively and confidentially; lessons were shared and acted on. There was a whistleblowing policy in place and posters displayed informing staff how they could speak up with any concerns. People were supported to understand their tenancies and staff advocated for people to ensure they had the right care and environment to meet their needs and wishes.

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. Service managers encouraged teams to understand every team member’s diversity to promote respect and acceptance. The provider supported staffs’ emotional and physical wellbeing which enabled individual staff to contribute equally in their roles. This included flexibility to attend appointments, balance caring responsibilities and follow cultural and religious needs.

The provider had reviewed roles and responsibilities and developed clear 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.

The registered manager and nominated individual had a clear understanding of their legal responsibilities under the Health and Social Care Act 2008 and associated Regulations. Statutory notifications were submitted to the Care Quality Commission (CQC) in a timely and appropriate manner. The provider had strengthened systems to ensure they were effective in promoting accountability, continuous improvement, and high-quality care.

Systems and processes included monthly governance and service oversight meetings between the provider and key staff. We saw records of minutes of regular meetings between the provider and senior staff where key aspects of people’s care and the overall business were discussed. Audits were undertaken around a range of areas including care plan documentation, medicines and people’s finances.

Unannounced visits were undertaken to ensure staff practice was aligned to the providers expectations and standards. For example, the provider had appointed medicines lead who maintained oversight of all aspects of medicines and supported staff to ensure medicines were managed safely and followed best practice. Feedback from people, relatives and staff confirmed this had resulted in increased confidence, reduced errors and safer processes.

The provider understood and carried out 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 leadership team had established good partnership working with various organisations and external stakeholders to provide positive outcomes for people. They knew who to contact if people required additional support from other healthcare professionals such as GPs, mental health teams and social care professionals. They worked with landlords to help people to maintain their tenancies and worked with commissioners of supported living to advocate for people in ensuring they had sufficient support to meet their needs.

The provider was 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 and research. The provider and service management had developed systems and processes to ensure continuous learning and improvement could and did happen. Records showed the use of feedback, audits, and incident reviews were used to shape practice and strengthen the quality of support. Findings and results from governance and quality assurance were captured within the providers ‘Service Action Plan’, which was a live document used to record and monitor service improvements.