Enhancing Your Care 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.

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.

The service’s mission aimed to provide effective care which improved and maintained people’s quality of life. The registered manager was committed to achieving this with the team and demonstrated high standards and valued the importance of a person-centred culture.

The provider had a positive vision about developing the service but was also keen to maintain high standards and personalised care. A staff member noted, “We want to take on more clients; however, we want to be really good at what we’re doing before we take on too much. We want to always do a good job”

Staff we spoke with were positive about working for the organisation. One staff member said, “. Everyone works together to provide high-quality care, and I feel valued as an employee. It’s a positive place to work, and I appreciate the opportunity to make a difference in people’s lives every day.”

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.

Staff told us managers were available and approachable and they had confidence in the registered manager. One staff member told us, “The manager is always available. I can message or call, and either straight away or within about 5 minutes, they answer. I always get an answer. They are very good at that.” Professionals and relatives also gave positive feedback about the management team.

The registered manager led by example, for example by supporting staff with visits, carrying out spot checks and providing support and supervision. The registered manager knew people and their families and worked with them to improve their quality of life.

The registered manager understood their responsibilities under the duty of candour, which is a legal requirement for health and social care providers to be open and transparent when things go wrong.

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

Systems were in place to support staff to speak up and share their views. Staff received supervision and team meetings gave staff opportunities to share their views, raise concerns, reflect on practice and make suggestions. A staff member told us, “I find supervision supportive. It is helpful. If anything needs to change, they will tell me and give me feedback. I want to learn.”

As part of the inspection process, staff completed a feedback survey. Responses were very positive and staff made suggestions. The only area of improvement which was highlighted during the inspection and in surveys was for the provider to be able to offer staff more shifts. This was an issue the registered manager was aware of and addressing.

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.

The registered manager told us they supported staff with reasonable adjustment or flexible working arrangements, for example due to childcare. Staff told us they could ask for support or flexibility, and this helped them more effectively fulfil their roles.

Staff came from a diverse range of backgrounds, ages and experience and were supportive of each other. No-one raised any concerns regarding discrimination, unfair treatment or barriers to inclusion.

The registered manager was aware of legislation relevant to workforce equality, diversity and inclusion, such as the Equality Act. Legislation was reflected appropriately in the provider’s policies and procedures.

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 registered manager knew the service well and was supported to ensure effective oversight and governance systems were in place. This included through spot checks, and competency assessments as well as a wide range of audits. These were clear and completed regularly. Audits covered areas such as health and safety, care plans, daily notes and staff files. When shortfalls were identified, appropriate action was taken and learning or changes were shared with staff.

Policies and procedures were in place to support the delivery of safe and effective support. All documents were regularly reviewed and reflected current guidance as required. A business continuity plan was in place which included information about contingency plans in the event of an emergency.

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.

Records showed evidence of effective collaboration with professionals and families. Staff and professionals worked together to ensure people’s needs were met and the individual remained at the centre of their support. For example, the registered manager shared an example of how the team had worked with local authority colleagues to support a person to move into their own home. This was a significant step for the individual which led to improvements in their independence, confidence and skills.

Feedback from professionals was positive and reflected effective partnership working. One professional told us staff communicated with them well and supported people to meet their goals at their own pace.

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.

There was a commitment to supporting people and enhancing their quality of life with a strong focus on continuous learning and improvement. For example, after a recent incident, a ‘lessons learned log' was completed. This document considered the details of the incident, analysed the shortfalls, identified corrective and preventative actions and described how staff were updated about changes or improvements.

The registered manager was open and transparent during the inspection. There was a commitment to developing the service and the management team were open to suggestions and feedback. For example, when we highlighted minor shortfalls or made suggestions, these were followed up and action taken promptly. The registered manager sent updated forms and additional information to evidence changes which had been made in response to feedback.