HAB Support Ltd

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.

This is the first assessment for this service registered on 23 March 2023. This key question has been rated 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. The providers aims and objectives which was outlined in the Statement of Purpose states, “We aim to support adults to have as much control of their lives through the support and encouragement of trained staff with their daily support needs.” The registered manager told us the vision is, “Delivering consistent, high quality, person-centred support while embedding a culture of safety, accountability, compassion and continuous improvement.” People spoken with confirmed they would recommend HAB Support Ltd. One person said, “Yes I would definitely recommend, they’ve been so fantastic.” When we spoke with the relative about reliability of the service they said, “Absolutely ten out of ten, as a family is what we think.”

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 we spoke with knew who the management team were. The person told us, “They’re [registered manager and deputy manager] extremely good, hours I get are very good, they’re friendly and helpful.” The management team were passionate about the service and the people they supported. They lead by example and in addition to running the service they worked alongside staff working hands on with people. No one we spoke with raised any concerns in relation to the management team and their abilities. A relative said, “They’re real people.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. The provider had appropriate policies in place such as whistleblowing and freedom to speak up which states, “HAB Support is committed to creating an open, transparent, and supportive working environment where staff feel safe to speak up about concerns. This policy aims to encourage employees, workers, volunteers, and contractors to raise concerns about wrongdoing, unsafe practice, or poor standards without fear of victimisation, discrimination, or disadvantage.” One staff member told us how approachable the management team were and did not feel any staff members would have any worries or concerns in speaking up. They said, “All of the management team listen and take on board what staff say.”

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. There were processes in place to ensure staff were treated fairly and equally and their rights were upheld. For example, there was an equality, diversity and inclusion policy in place which sets out the providers commitment to eliminating discrimination, advancing equality of opportunity, and promoting inclusive practice. One staff member said, “Absolutely we (staff) are treated fairly and respectfully it’s a great place to work.” Another staff member said, “We (staff) are all treated well and supported in what we do.”

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. A range of audits and checks were carried out including spot checks on staff. The management team knew they needed to focus on call monitoring to ensure full oversight and to enable them to identify any missed calls, duration of calls and, where staff had not logged in/out. The management team shared with us there were issues with signal in some areas which meant staff on occasions log in/out retrospectively. We saw notes on the system where this had been the case. There was an action plan in place to drive through improvements. For example, to further develop care plans with the person where possible, to ensure they are truly person centred and to focus on people’s strengths and not just needs.

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. Staff worked well together as a team, so things ran smoothly for the people they were supporting. The managers told us they had good relationships with many professionals and attended numerous MDT meetings to ensure effective partnership working.

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 and research. Any lessons learned were discussed with staff. For example, during staff meetings. The model of care was in line with current best practice guidance, ‘Right support, right care, right culture.’ The management team worked with people, their relatives and staff to build a culture which focused on enabling and empowering people.