Fabeliz Services 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 service 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 requires improvement. 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.

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.

Staff could explain the direction and culture of the organisation. The provider stated they ensured they recruited people who shared similar values. They ensured the vision was embedded through meeting and supervisions.

The manager was completing care tasks at the time of the inspection due to some sickness. However, when they had the opportunity then ensured they were completing observations of practice. They also delegated this task to a senior member of the team to ensure staff were delivering the expected level of care and support.

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.

During the last inspection we found professional boundaries were not always maintained. At this inspection we saw that appropriate action had been taken to address this Staff told us the felt leaders were supportive and listened to them. People and their relatives told us they found leaders were professional and caring.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

People and their families told us they would be confident to raise concerns and said they would contact the registered manager as their first step. The provider regularly sent feedback forms to people who told us they were asked to fill them in and return but did not feel pressured to if they didn’t want to. Staff told us they were confident that if the spoke up they would be listened to by leaders. There was a policy which outlined how staff could raise concern.

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 told us they felt leaders ensured they felt engaged and included in the running of the service. Leaders employed people on different contracts such as part-time hours to facilitate the needs of staff. This meant they had staff who felt included and supported by leaders.

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.

During the previous inspection, shortfalls were identified in relation to recruitment and information sharing with partners. At this inspection we improvements had been made to ensure these had been addressed. Professionals we spoke to confirmed leaders engaged with them and were sharing relevant information with them.

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.

During the last inspection we identified that partnership working with other professionals was not always effective and care was not always delivered in line with medical advice. At this inspection we saw leaders had taken steps to strengthen and engage with other professionals to promote collaborative working. Professionals told us this was beginning to make a positive impact on their working relationships.

At the last inspection we found that people’s consent was not always sought before involving people’s family members in decisions. At this inspection the registered manager demonstrated the steps they had taken to ensure appropriate permission was not consistently sought from people.

Feedback from people confirmed leaders were seeking permission from them if they engaged with either families or other professionals.

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.

During the last inspection we identified that engagement with partners and families was not always effective, which had resulted in several safeguarding processes being initiated in relation to the registered manager’s practice. At this inspection we found the registered manager had taken time to reflect and had demonstrated learning from them. They had adjusted the way the worked both with partners and with people. Feedback from other professionals was that they had experienced positive changes in their working relationship with the provider.