Eniro Care Ltd

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

There was a clear and effective management structure which aided the smooth running of the service. Staff were positive about management of the service and told us the registered manager was supportive. Staff felt they were listened to and kept informed of improvement plans. The registered manager had good oversight of the service and effective quality assurance systems in place that they used to monitor the quality and safety of the service. Staff worked well with external social and health care professionals. Healthcare professionals and other stakeholders were positive about the effective collaboration with the service which resulted in better outcomes for people.

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.

Registered manager told us that policies were in place to support staff to speak up. They said the service was open and transparent and told us of the professional relationship they had developed with the local authority. We saw the culture at Eniro Care was one of learning and improvement, that put people first.

Records confirmed systems, monitoring and auditing supported the culture of learning, improvement and valuing people. These values were reflected in the operation and direction of the service. A business plan was in place to manage the growth of the service in a way that valued people and focussed on improving the service and care provided.

The registered manager spoke about the service having a strong ethos of compassion. She said, “It’s at the heart of what we do.” Staff told us they felt supported by the registered manager, that communication was good, and they were treated fairly.

The processes and practices of the service evidenced it was operated in a compassionate manner. Care plans evidenced staff were guided to treat people with dignity and respect. Recruitment was fair and inclusive, staff were well trained and had access to further training and development. A programme of monitoring ensured learning and improvement was a priority. A clear management structure was in place and staff were aware of their responsibilities and those of their leaders.

Staff told us their opinions were heard and acted upon by the registered manager. One staff member said, “The registered manager listens to any staff complaints and communicates any changes immediately.” Staff said they felt valued by their leaders.

There was a whistle blowing policy in place that encouraged staff to speak up and report any concerns. There were processes in place which ensured the registered manager had oversight and quality assurance.

Staff told us they were treated well and felt included. No staff reported any issues relating equality, diversity and inclusion.

Most staff had been recruited from overseas. No staff we spoke with raised any issues relating equality, diversity, or inclusion. Policies and practices in the service supported a fair culture.

Staff told us there was a clear management structure and that they felt supported by the registered manager. Staff said they felt involved in the service, which was focused on providing safe, compassionate care. The registered manager told us, “Our auditing and monitoring systems mean we can see what is happening in our service and respond quickly to any changes or issues that arise.”

We saw systems were in place that allowed the registered manager to monitor the service and make improvements. There was an emphasis on continuously improving the service and the registered manager had oversight of what was happening in the service. Audits included all aspects of care such as health and safety checks, safe management of medicines and people's care records. These systems were effective.

People told us they were happy with Eniro care and would recommend the service. People also felt staff worked well with district nurses and GPs. One person said, “I think they know me so well they would notice any changes in me and call the doctor.”

The registered manager and records confirmed the service was working alongside working GPs and district nurses. The service was also working closely with the local authority. The registered manager told us, “Our partnership work with the local authority has grown this year, which I think benefits us both.”

The local authority commissioner of services told us they were, “Happy with Eniro Care, they provide a good service. We have no concerns.”

Assessments, reviews and care plans evidenced the service worked in partnership with healthcare professionals and the local authority. Care records evidenced the registered manager worked in partnership with social workers, district nurses, GPs and other healthcare professionals. Where appropriate, guidance was held in care plans for staff to follow. Referrals to healthcare professionals was also recorded. This led to better health outcomes for people.

The registered manager told us, “We all make mistakes, but we can learn from them, to make this better for people and keep them safe. That is what we do here.”

The registered manager had systems in place to continually learn and improve the service. For example, following any accidents or incidents, investigation results would be analysed to look for patterns and trends so action could be taken to make improvements.