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A & L Enablement Services (Care & Support) Limited

Overall: Good read more about inspection ratings

Unit 20 West Park, 211 Torrington Avenue, Coventry, CV4 9AP (024) 7644 4223

Provided and run by:
A & L Enablement Services (Care & Support) Limited

Important: The provider of this service changed - see old profile

All Inspections

During an assessment under our new approach

AL Enablement Services (Care Support) Limited is registered to provide domiciliary services to people living in their own homes in the community. There were 57 people using the service at the time of the assessment of which 28 were receiving a regulated activity.

AL Enablement Services (Care Support) Limited is registered to provide domiciliary care services to older people, younger adults, dementia, mental health, sensory impairment and physical disability.

We carried out this assessment on 9 September to 23 September. This service was previously rated as good. We carried out this assessment to confirm whether the rating of good remains accurate. This report does not provide detailed information on areas where we found practice continues to meet a good standard. Instead, our findings focus on any areas where the service needs to improve or where we found exceptional practice.

The inspection found that people received safe, person-centred care from a caring and committed staff team. People and their relatives consistently told us they felt safe, valued the continuity of care provided, and were positive about the reliability, communication and responsiveness of the service. Staff were described as kind, compassionate and knowledgeable, and people felt involved in decisions about their care. Care plans and risk assessments were detailed and personalised, providing staff with clear guidance to meet people's individual needs, preferences, cultural requirements and communication needs. Evidence demonstrated that people received care in line with their assessed needs, with flexibility provided when circumstances changed.

People were supported by enough staff who had the skills and knowledge to support them safely. Risks were assessed and people were involved in the process. There were effective systems in place to safeguard people from abuse. Medicines were administered safely and there were systems in place to ensure the environment was safe.

There was evidence of effective recruitment processes, good oversight of incidents and accidents, and positive partnership working with families and healthcare professionals. Staff spoke positively about the support they received from management and described a culture focused on delivering high-quality care and achieving positive outcomes for people. Relatives and staff consistently described management as visible, approachable and responsive, with senior leaders providing support and guidance to the registered manager.

People received care that was flexible and responsive to changes in their needs, including following hospital admissions and periods of increased support. However, some governance arrangements required further strengthening to ensure sustained oversight and continuous improvement. Areas identified included implementing more robust systems to monitor safeguarding notifications, strengthening oversight of staff supervision and appraisal processes, increasing opportunities for staff engagement through regular meetings, formalising the recording of lessons learned, and developing clearer systems to record and review complaints, compliments and comments. In addition, some anomalies identified within electronic call monitoring records required further review to ensure they accurately reflected care delivery. During the assessment, we made the registered manager aware of their responsibility to notify CQC of notifiable incidents and safeguarding events in line with regulatory requirements, as not all safeguarding referrals had been submitted to CQC. The provider had already developed an action plan to address the areas identified during the assessment and demonstrated an understanding of the improvements required.

The provider had a recent change in ownership, this provided further assurances regarding the sustainability of the service, with the new owners committing investment to support governance, operational development and service improvements. This investment, alongside the provider's proactive response to the findings of this assessment, provides a positive foundation for continued improvement and the maintenance of good outcomes for people using the service.

 

13 November 2018

During a routine inspection

This inspection site visit took place on 13 November 2018. The inspection was announced.

A & L Enablement Services (Care & Support) Limited is registered to provide personal care support to people. At the time of our inspection the service employed 17 care workers and 27 people were in receipt of the regulated activity personal care. The service is located in Coventry in the West Midlands.

This service is a domiciliary care agency. It provides personal care to people living in their own homes, including, older people, younger adults, people with mental health problems, physical and learning disabilities and people living with dementia.

This was the first time A & L Enablement Services (Care & Support) Limited had been inspected under its current registration. The service had previously been registered under a different provider.

The service had a registered manager. A registered manager is a person who has registered with the Care Quality Commission to manage the service. Like registered providers, they are 'registered persons'. Registered persons have legal responsibility for meeting the requirements in the Health and Social Care Act 2008 and associated regulations about how the service is run. The registered manager is also the provider for the service and is referred to as the provider throughout this report.

People felt safe with care workers who supported them. The provider’s recruitment procedures reduced the risks of the service employing unsuitable staff. The Provider understood their responsibility to comply with the relevant requirements of the Mental Capacity Act 2005 and Deprivation of Liberty Safeguards (DoLS). People were supported to have maximum choice and control of their lives and care workers supported them in the least restrictive way possible.

Care workers understood how to protect people from abuse. Risks to people’s safety were assessed and care workers understood how these should be managed. Care workers completed a comprehensive induction when they began working at the service to prepare them for their role. The on-going training care workers received equipped them with the skills and knowledge needed to support people effectively. People and relatives were confident care workers had the knowledge and skills needed to meet their needs.

People were complimentary about the care shown by care workers and they received their care calls from care workers they knew. Care calls were consistently made at, and for the length of the time agreed. Care workers practices were regularly checked to make sure they worked in line with the provider’s policies and procedures. There were enough suitably qualified care workers to provide all planned care calls and to respond to people’s needs changing needs.

People and, where appropriate, relatives were involved in planning and reviewing their care and support. Care workers understood people's needs and had time to develop relationships with people. Care records reflected people’s current needs and gave care workers the information needed to ensure care and support was provided in line with people’s preferences.

People, relatives and care workers said the management team was approachable. Care workers felt supported and valued by the management team and ‘loved’ working for the service. People and relatives knew how to raise any concerns or complaints and were confident any issues raised would be listened and responded to effectively. No complaints had been made. People’s right to privacy and dignity was respected and their independence promoted.

The management team and care workers shared common values about the aims and objectives of the service. The provider’s quality monitoring checks were not always effective. Action was taken to address this. People and relatives were encouraged to share their views about the service to drive forward improvements. Whilst no improvement suggestion had been made the provider had identified areas for development which had been or were being addressed.

People and relatives were very satisfied with the service provided and the way the service was managed. Systems were in place to manage people’s medicines safely and care workers had received training to do this.