Akaba Social UK 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 positive culture at the service. Governance and management systems were used effectively to develop the service. Staff were positive about their roles, training and the support they received.

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 registered manager and staff had a shared direction and culture. One member of staff said, “We want people to be able to live with a good quality of life, and as independently as possible. This is what we want to achieve for people.” The registered manager told us, “I want to make sure we provide good care and support to maximise what people can do and feel integrated in the community.”

The registered manager had processes in place to frequently engage and share with staff their vision for the service and to develop the culture they wished to promote for people.

Staff told us they felt well supported by the management team. One member of staff said, “I am really happy working at Akaba. Everyone is so supportive. We have a community, even outside of work.”

The registered manager was very visible within the service and had developed frequent opportunities to engage with staff. This included regular meetings with staff to discuss any support they may need and to discuss care and support being provided to people.

Staff told us they knew how to raise concerns and that they would speak up to safeguard people. One member of staff told us, “[Manager name] is very supportive, they listen to us and are always open and available.”

Staff were actively encouraged to speak up during meetings or individually during supervision sessions if they encountered any concerns. There was a ‘whistle blowing’ policy to guide staff on how they can raise concerns within the organisation and externally.

The registered manager had developed an inclusive workforce and celebrated the value of diversity amongst staff.

The provider had a culture of diversity, equality and inclusion and worked within the principles of the Equality Act. The registered manager focused on staff wellbeing and inclusion, making adjustments where needed to be an inclusive employer.

Staff understood their roles and responsibilities and were accountable for their performance and actions.

The registered manager had a number of systems in place to monitor the performance of the service and had good oversight. There were contingency plans in place for emergencies such as bad weather conditions.

The registered manager collaborated with partner agencies to take referrals and provide support for people.

The registered manager had systems in place to work with the local authority to assess care provision and review appropriate referrals. The registered manager also linked with the local authority to develop and share learning with staff.

Staff told us they were supported within their role and felt learning and training being provided was good. The registered manager linked with the local authority to source training for themselves and staff. The registered manager networked with peers to develop their knowledge and shared learning.

There were systems in place to learn from incidents and concerns raised. This learning was shared with staff to help continually develop the service. Staff were being supported to complete nationally recognised training to support their skills and development.