Agincare Enable Dorset

On this page

• Overview
• Learning culture
• Safe systems, pathways and transitions
• Safeguarding
• Involving people to manage risks
• Safe environments
• Safe and effective staffing
• Infection prevention and control
• Medicines optimisation

Safe – this means we looked for evidence that people were protected from abuse and avoidable harm. This is the first assessment for this newly registered service. This key question has been rated Good: This meant people were safe and protected from avoidable harm.

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 proactive and positive culture of safety, based on openness and honesty. Staff listened to concerns about safety and investigated and reported safety events. Lessons were learnt to continually identify and embed good practice.

The registered manager reviewed events thoroughly and used findings to inform improvements in practice. Staff described how learning was shared through team discussions, supervision and training, supporting a consistent approach across the service. This ensured staff remained informed, confident and able to respond appropriately to changing needs or risks.

Relatives told us they were kept informed and involved when needed, which supported transparency and trust. The open and reflective culture within the service meant staff felt confident to raise concerns, discuss practice and continuously improve the care provided.

The service had established a culture of openness, accountability and psychological safety, where staff felt empowered to raise concerns, reflect on practice and contribute ideas for improvement. One staff member told us, “Accidents and incidents are communicated through team discussions, handovers, emails and management updates. They are reviewed to identify lessons learned and ways to prevent similar incidents from happening again. I believe the service promotes openness and continuous improvement.”

The registered manager fostered a highly reflective and proactive learning culture where continuous improvement was embedded throughout the service. Incidents, accidents, complaints and concerns were not only thoroughly investigated but used as valuable opportunities to drive meaningful improvements in practice and outcomes for people. Detailed reviews identified root causes, captured learning and led to clear actions, which were monitored to ensure sustainable improvements were achieved.

Staff consistently described an open and transparent culture where learning was actively shared through team meetings, supervision, handovers, training sessions and management communications. This ensured learning was embedded across the workforce, supporting a highly consistent approach to care and enabling staff to respond confidently and effectively to changing needs, emerging risks and complex situations. Staff demonstrated a strong understanding of their responsibilities and the importance of learning from events to continually improve the quality and safety of care.

The provider worked with people and healthcare partners to establish and maintain safe systems of care, in which safety was managed or monitored. They made sure there was continuity of care, including when people moved between different services.

Records contained detailed and personalised information about people’s needs, preferences and communication requirements, including hospital passports, which supported continuity of care when people accessed external services. This enabled healthcare professionals to understand people and provide appropriate support.

Staff demonstrated a clear understanding of their role in supporting people during transitions. They described how they shared relevant information with external professionals and worked collaboratively to ensure people’s needs were consistently met. For example, staff explained they would support people to attend appointments, encourage them to communicate their needs and provide reassurance where required.

People and relatives told us they were confident in how the service managed healthcare and transitions. The provider received several compliments and thanks from healthcare professionals. Comments made included thanking the staff for their support in enabling a person to attend a medical appointment successfully. This approach ensured people experienced safe, seamless transitions, with staff working proactively to maintain continuity of care and positive outcomes.

The provider worked with people and healthcare partners to understand what being safe meant to them and the best way to achieve that. Staff concentrated on improving people’s lives while protecting their right to live in safety, free from bullying, harassment, abuse, discrimination, avoidable harm and neglect. The provider shared concerns quickly and appropriately.

There were procedures designed to safeguard people from abuse and avoidable harm. Safeguarding training, policies and supervision helped ensure staff practice remained safe and up to date. Staff told us “I understand how to identify and report safeguarding concerns. If I witnessed or suspected abuse or harm, I would report it immediately to my manager, safeguarding lead, or through the appropriate reporting procedures. I am familiar with the safeguarding and speaking up policies”.

Staff told us concerns were taken seriously and discussed openly, with involvement from healthcare and social care professionals providing guidance and oversight. Safeguarding processes were embedded into daily practice, and staff understood their responsibilities in keeping people safe. This supported a proactive approach to identifying and reducing potential risks.

Relatives consistently told us they felt people were safe and well supported. One relative said “[Person’s name] is happy, safe and well cared for.” Another relative said it makes them “Happy to know that {Name} is safe at Agincare Enable Dorset.

Relative described safeguarding within the service as “Staff know what to do if they have concerns and are confident to report them”. Management told us they were always open and transparent and promoted this ethos within the staff team. This meant people were protected from abuse and avoidable harm within a service that promoted openness, accountability and continuous improvement.

The provider worked with people to understand and manage risks by thinking holistically. Staff provided care to meet people’s needs that was safe, supportive and enabled people to do the things that mattered to them.

Risks were effectively managed through structured Positive Behaviour Support (PBS) planning, staff training, and ongoing monitoring. Staff told us their confidence had been strengthened through reflective practice and shadowing opportunities, that ensured safe and consistent responses to incidents. The provider shared ‘case studies’ with us, they showed how effective a consistent, person-centred approach supported by PBS strategies, staff training, and multi-disciplinary input had significantly reduced incidents. This had enabled people to take positive risks and achieve aspirations such as accessing the local community independently.

Staff demonstrated a good understanding of how to manage risks while maintaining people’s independence. They described how they monitored people’s wellbeing, identified changes and took appropriate action, including updating risk assessments and seeking support from external professionals where required. Staff completed training to support them in managing risks safely and effectively.

Care plans and risk assessments contained very detailed, personalised information about the person’s needs and potential risks. Feedback we received was overwhelmingly positive about how staff delivered safe and supportive care to enable people to take positive risks. This meant risks were managed proactively and in a way that respected people’s choices, promoted their independence and supported positive outcomes.

Relatives told us they were involved and kept informed about changes in people’s needs and how risks were managed. One relative explained that staff had “A good understanding of techniques to use when [person] is feeling overwhelmed and anxious.” This demonstrated staff had the skills and knowledge to respond appropriately and reduce distress.

The provider detected and controlled potential risks in the care environment. They made sure equipment, facilities and technology supported the delivery of safe care.

The service provided support in people’s own homes and they were not responsible for the upkeep of these premises. However, risk assessments were in place to ensure the environments in people’s homes were safe to protect people and staff from harm. For example, there were effective arrangements in place to manage risks associated with fire or slips, trips and falls. Staff told us they were aware of safety procedures and ways to reduce risks to people, such as checking equipment is safe before using it.

A relative explained how, “They adapted the shower room because [person] always had a bath.” This showed the provider made sure facilities were in place as the person preferred. A relative described where their loved one lived as being “Clean and tidy.”

The provider made sure there were enough qualified, skilled and experienced staff, who received effective support, supervision and development. They worked together well to provide safe care that met people’s individual needs.

Policies and procedures underpinned working practices, and these were supported by training, ongoing monitoring, supervisions and discussions during team meetings.

The registered manager told us there was a sufficient number of staff available. This was monitored by feedback received from people and staff. However we received mixed feedback from relatives, some described consistent and effective care by staff, whilst others had experienced high turnover of staff and some comments regarding how a lack of staff who could drive impacting negatively on people's lives. We fed this back to the registered manager and who said a recent recruitment drive had been successful in employing new staff. People are being encouraged to use public transport so they are not reliant on staff who are able to drive.

Feedback from a social care professional stated "If there's room for improvement it would be making sure staff are more proactive in using the flexibility provided to support all people to the fullest".

People were involved in recruiting new staff. People were involved in writing a personalised job advert poster. This included a brief description of what the role involved, a summary of the person who the advertisement was about, and what a candidate could expect from working for Agincare Enable Dorset. Another person’s advert described the type of character and values they expected of staff they were wanting to support them, and ‘Why This Role Matters to me’ that stated; ‘This role is about empowerment, not task-based care’.

Recruitment procedures were in place to ensure all necessary pre-employment checks were completed before staff began work. This included enhanced Disclosure and Barring Service (DBS) checks, which provided information about convictions and cautions held on the police national computer to support safer recruitment decisions. New staff completed a comprehensive induction, were introduced to people and worked alongside a senior member staff. Staff told us “I received a thorough induction and shadow shifts before working independently. This gave me the confidence and knowledge needed to carry out my role safely and effectively.” And “I received induction and shadowing, which helped me understand people’s needs, routines, and prepared me well for my role”.

An electronic system highlighted when staff needed any refresher training. This ensured staff were up to date with their knowledge and skills. Staff told us they received regular training and support that enabled them to meet people’s individual needs. Comments from staff included, “I feel I have the training and support needed to provide safe care. Training has increased my knowledge and confidence, which has a positive impact on the quality of support I provide. The organisation encourages staff development and ongoing learning”. And “Training which I received improves my skills and helps me deliver better support.” And “I am encouraged to learn and develop, and the company supports with training opportunities and relevant qualifications”.

A relative said “Agincare Enable Dorset are very hot on their training”.

Ongoing support for staff included scheduled supervisions and regular spot checks. Records demonstrated these meetings were meaningful, two-way discussions. Staff confirmed they understood their roles and responsibilities and knew how their work contributed to the overall quality of the service. A staff member told us, “I have received supervision and support from management, they give me the opportunity to discuss my performance, receive feedback, and raise any concerns. I feel comfortable speaking openly. Spot checks are carried out to ensure high standards of care are maintained.” Another staff member told us they found the supervision and appraisal process “Very encouraging and makes one more confident in my job”.

The provider assessed and managed the risk of infection. They detected and controlled the risk of it spreading and shared concerns with appropriate agencies promptly.

Infection prevention and control measures included a robust infection prevention and control policy; Staff had a good understanding of this.Staff told us, “Spot checks are carried out regularly, and they help ensure I am adhering to the policy and wearing the correct level of Personal Protective Equipment (PPE) for the task in hand. I have completed training on IPC and we discuss any concerns or queries with senior staff”. Managers carried out regular audits and used these to identify areas for improvement and embed learning.

The provider made sure that medicines and treatments were safe and met people’s needs, capacities and preferences. Staff involved people in planning, including when changes happened. The provider’s approach to medicines reflected current and relevant best practice and professional guidance.

People’s medicines were appropriately prescribed, supplied and administered in line with the relevant legislation, current national guidance or best available evidence, and in line with the Mental Capacity Act 2005.Relatives said, “No issues with medicines, everything is checked off digitally and {Name} deputy manager is on top of that”.

The provider followed the principles of STOMP (Stopping over medication of people with a learning disability and autistic people), supporting people to avoid unnecessary medicines where appropriate. Staff told us, and records showed the provider worked with prescribing professionals to ensure people’s medicines needs were regularly reviewed and met.

People were supported to take their medicines in a way that promoted independence, including being supported to self-administer with appropriate oversight to maintain safety. Staff assessed people’s ability to manage their own medicines and provided support in line with their individual needs and preferences. Risk assessments and care plans were in place to guide staff on the level of support needed, ensuring a balance between promoting independence and maintaining safety.

Staff received training in medicines management and completed competency assessments before administering medicines. They demonstrated a clear understanding of their responsibilities, including how to respond to errors or concerns and when to seek medical advice. Staff told us “I administer medication when required. I follow the MAR chart, care plans, and medication policies. My competency is checked regularly through observations and assessments.”

Where people required ‘as required’ (PRN) medicines, clear guidance was in place to support staff in administering these safely and appropriately. Records relating to medicines were well maintained. We reviewed medicines administration records (MAR charts) and found these were clear, accurate and consistently completed, with no gaps or omissions. This supported safe monitoring and demonstrated people received their medicines as prescribed.

There were robust systems in place to monitor and improve medicines practice. Managers carried out regular spot checks and audits and used these to identify areas for improvement and embed learning.