Agincare Enable Hampshire

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. 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.

Processes were in place to promote equality and diversity for people and the staff team. We reviewed the provider’s statement of purpose which clearly set out their values. People’s care reflected the values and objectives of the service.

The registered manager told us, “Our vision is respecting everyone as individuals. Celebrating diversity and inclusion. This is embedded in training, team meetings and supervisions and our interactions with people. Celebrating the persons success, be that making a cup of tea or going on holiday.”

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.

A professional told us, “The management team has engaged positively with the local council, demonstrated openness during mobilisation and shown a collaborative approach to service delivery and problem solving.”

A staff member told us, “I feel management takes risks seriously and work with staff to address concerns. Risk assessments and care plans are reviewed when people’s needs change, and staff are expected to report any new risks. Staff can raise suggestions and concerns with management. Feedback is considered, and where appropriate, changes are made to improve the service and the experience of the people we support.” Staff also told us the managers were visible, accessible and approachable.

We observed the registered manager to be supportive to both people and staff, they were motivated to ensure people using the service were living their best lives.

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

People living in the service were asked for their views and were given the opportunity to speak up daily both informally and in meetings. The registered manager told us where needed, action plans were devised from these conversations. This meant people’s views were listened to and drove improvement.

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 felt supported to give feedback and were treated equally, free from bullying or harassment. They told us they had access to relevant policies.

The registered manager told us about the organisation’s flexible working policy which meant staff could apply for adjustments in their work to be made if needed. They gave examples of when this had happened.

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.

Staff understood their roles and responsibilities. Staff and the management team understood the importance of reporting any changes to people’s wellbeing. They kept detailed records of the support people had received.

Governance processes were mostly effective in monitoring and improving the service. This included audits in relation to IPC, health and safety, and medicines. We found some audits relating to people’s care records were generic and did not contain specific detail about the files being audited. We spoke with the registered manager about this who told us they would ensure moving forward these audits would be improved and individualised.

There were security measures in place to ensure all paper and electronic information was stored safely and securely. The provider submitted information to partner agencies when required.

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.

Professionals, staff, and the registered manager shared positive examples of collaborative working in partnership. One professional told us, “The service has worked constructively with commissioners, families, health professionals and other partner organisations. They have generally been responsive to requests for information, attendance at meetings and collaborative problem-solving where required.”

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.

We reviewed evidence in team meetings, audits and quality assurance surveys which assured us learning was embedded, and the provider was continually striving to make improvements. We found the registered manager was responsive throughout the inspection process.

The provider supported people to attend a friendship group at a local café. This encouraged people to build friendships and gave them a feeling of belonging and inclusion. There was positive evidence of staff supporting community participation and social inclusion beyond the immediate service. There was evidence of the development of genuine friendships, including relationships continuing outside organised club sessions.