Enablement Care Supported Living Services

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 good. At this assessment the rating has remained good. This meant the service was consistently managed and well-led.

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. Staff told us management encouraged a positive culture of learning and development at the service. They said they felt listened too and valued.

The compliance and quality assurance manager explained that they encouraged staff to be reflective about their practice and open to feedback about how they could improve. Staff were aligned with the provider’s values and were positive and enthusiastic about their roles. They told us management were open to their suggestions about how to improve the running of the service.

Staff undertook a range of training and had used this to help ensure procedures were followed to provide people with good quality care. There was regular communication between staff so that they could share their experiences and learn from one another. Systems and processes had been designed in line with the service’s vision and values and focused on people and meeting their individual needs.

The provider had inclusive leaders who had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty. Relatives told us they had confidence in the management of the service. A relative said, “I have to give credit to management in the way they train their staff and they are very caring in their manner.”

There was an organisational structure in place and staff understood their roles, responsibilities and contributions to the service. The management team were responsive when things went wrong and took action to make improvements. Throughout the assessment of the service, management and staff we spoke with acted with openness, integrity and transparency.

Staff told us managers were knowledgeable and provided them with the support they needed to do their job effectively. There was open and ongoing communication between the management team and staff. A member of staff said, “It is a lovely company to work for. We have maximum support. We are supported to do our jobs to the best of our ability.”

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

Speaking up procedures were in place and accessible to staff. Details of these procedures were shared with staff. Information was also displayed on noticeboards in the office. Staff told us they knew how to raise concerns and were confident the management would listen to them and respond.

Staff told us they felt confident that they could raise any issues with the leaders, and they would be taken seriously and investigated. The provider had a whistle blowing policy in place, which detailed how staff could speak up about any concerns they had about the service. In addition, managers were regularly in contact with staff and this helped to promote an open rapport and effective working relationships.

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 provider had policies and procedures in place around workforce equality and diversity. The leadership team were sensitive and responsive to staff’s individual circumstances. This helped to ensure reasonable adjustments were made to accommodate staff’s needs. The compliance and quality assurance manager told us, “We always support our staff. Reasonable adjustments are always respected and we try to meet these. Staff are supported.”

Staff spoke positively about working at the service and said that their diversity needs were met. Staff were supported with flexible working conditions, felt discrimination would be challenged and had opportunities to celebrate their diversity. Staff told us they felt well supported by the management team and felt like a valued member of the team.

The provider had clear responsibilities, roles, systems of accountability and governance. They used these to manage and deliver good quality, sustainable care and support. Systems in place to oversee the quality and safety of the service. This included live monitoring of care through the electronic care planning system. This helped to ensure was carried out as planned.

Senior staff completed audits to help identify opportunities to make improvements. This included audits of care plans, care notes and medicines administration records. We found that some audits lacked detail and raised this with management. Management was receptive to this feedback and advised that they would review these.

Management understood and demonstrated compliance with regulatory requirements. They also understood their responsibility to provide honest information, suitable support and to apply duty of candour where appropriate.

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. The provider told us they worked with a range of other professionals to help make sure people received continuity in their care. Relatives were able to give us examples of the service working in partnership with other agencies, including community.

The provider focused on continuous learning, innovation and improvement across the organisation. Management focused on ways to improve the quality of care. The provider had an ongoing service improvement plan and this enabled them to review audits and feedback to help ensure measures were in improving the quality of care.

The culture within the service promoted honesty and learning from mistakes and there was a clear understanding of the need to be open in the event of anything going wrong. Feedback was shared with people and staff to ensure lessons were learnt.