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 good. At this assessment the rating has remained 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 transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities. Feedback we received from staff showed that the provider strove to maintain a fair, open and inclusive culture. Staff described a supportive culture where positive teamwork was promoted, and they were enabled to provide person centred care for the person. Staff received information on the requirements of their role and the systems in place to meet people’s needs through training, policies and procedures, spot checks and supervision. Systems were in place to share learning and good practice through staff meetings and engagement.

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. The registered manager worked closely with the nominated individual to understand the context of the service delivery and the needs of the person using the service. They were in regular contact with the person and we saw they had good rapport and understanding of their needs and preferences. Staff we spoke with were positive about the support given by the service’s management

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. The person told us they felt comfortable speaking up including in relation to raising concerns. They told us they felt they would be listened to and taken seriously. We saw there were associated policies in place and the person was given the opportunity to raise any issues or suggestions at regular care plan reviews, within meetings or informally.

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 described positive teamwork and raised no concerns in how they were treated. They told us all staff, and the provider, worked as a supportive team.

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. The person was very positive about the quality of the care and support they received and felt it was personalised and enabled them to achieve positive outcomes. The provider had implemented improvements to the governance and oversight of the service. This included more robust quality assurance processes and increased oversight of the administration and management of medicines. The provider had introduced a new dashboard which enabled them to identify and respond to any areas of concern or change in a timely manner. This helped them to ensure the present quality was maintained and continued to improve.

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. We saw examples of this in care records where staff worked with external professionals, such as district nurses and GPs, physiotherapists and occupational therapists. This showed partnership working was already formed part of routine practice.

The provider focused on continuous learning, innovation and improvement across the organisation and local system. They actively contributed to safe, and effective practice. There were a range of monitoring and audit tools to assess and monitor the delivery of care and support to people. The service had systems in place for learning and improvements with feedback being sought from, people, relatives and staff to ensure there was a culture of continuous improvement. The registered manager, and staff, demonstrated they were passionate about delivering a good quality service that met, or exceeded, the person’s needs and expectations. Prior to our inspection, the provider had identified areas in the service delivery that required improvement and had addressed issues through short and long-term actions.