Genuine Carers- Enfield

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 newly registered 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 registered manager spoke passionately about improving the quality of the service and having staff with the right attitude, offering regular supervision and using spot checking as a way of guiding staff to make sure they understood and followed agreed working practices.

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.

There was a clear staffing structure in place. Managers and staff understood their individual roles, responsibilities, and the contribution they made to the service. Staff spoke positively of the management. They told us they felt supported in their roles and managers were approachable. Comments included, “We work together as a family. We respect one another, share information to provide person centred care to our service users” and “I feel well supported by the managers.”

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

There was an open culture within the service. The registered manager and staff were open and honest with us. Policies and procedures provided people, staff, and visitors the opportunity to feedback about their experiences of the service. The provider had systems and processes in place to foster a positive culture where people felt they could speak up and have their voices heard. These included, staff meetings and individual supervisions. Evidence showed staff meetings were held regularly which encouraged staff to share their views.

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.

Relevant legislation and best practice guidance was implemented to ensure staff were treated in a fair and equitable manner. Recruitment processes supported fair employment opportunities. The provider had appropriate policies in place, including lone working and flexible working which supported staff who needed specific working arrangements to support their wellbeing, work and home life balance.

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.

There were robust systems and processes for quality monitoring and audit. Actions arising were followed up. Governance processes were used to manage and deliver good quality, sustainable care, treatment, and support. The registered manager acted on the best information about risk, performance, and outcomes, and shared this securely with others when appropriate. There was operational oversight of quality monitoring and clear lines of accountability. This ensured good governance of the service and continued service improvement.

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.

We saw evidence of the provider working in collaboration with various social and health professionals. For example, we saw records of communication between the service and health and social care 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.

Staff completed ongoing training to support them in their role and ensure a consistent approach to care and support. Staff attended supervision meetings to discuss any learning they required.

There were processes in place to record all incidents, accidents, complaints and other audits. Improvement plans were used to pull together areas of improvement from completed audits.