Elite Healthcare Solutions

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.

There was a strong vision of the values of the service, expressed by the provider. The service’s policies reflected these shared visions and values. When asked about the service’s shared vision and values the provider told us. “I wouldn't take staff on that were not aligned with the company ethos.”

The provider understood the context in which they delivered care, treatment and support and embodied the culture and values of their organisation. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.

The provider maintained effective oversight of care delivery and responded promptly when improvements were identified. The provider was introducing a new digital recording system, improving transparency, accuracy, and oversight of care delivery. The provider actively sought training, including around condition-specific training, ensuring care remained evidence based and person centred.

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

Processes were in place for staff and people to speak up. The provider told us of new staff they were recruiting, “I make sure staff have all the information to whistle blow, know they are protected, and there will be no retaliation."

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 equality and diversity training planned for new staff. The provider told us, “I try to be as diverse as possible because at the end of the day, that's how I see people. But I also look into the fact we need some diversity, but I will also try and match people with who they're working with. And that's the staff working together and also the client base. It’s also very key having diversity within the team and making sure that you know we're recruited from different areas and different experiences because that has an impact on the care that they give as well.”

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. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

There was oversight from the provider to review the quality and safety of the service in line with regulatory requirements, with regular quality checks carried out. There was a governance policy in place. Regular audits were completed to provide oversight and improvement of the service, but this also included external partners auditing the providers records to ensure openness and transparency. People were also regularly given opportunity to feedback to the provider about their care, and this was well documented.

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 worked alongside other professionals to ensure appropriate support was provided and to keep up to date with their professional development. The provider told us, “I do a lot of professional things. I am on like (social media sites), and I do the rest of manager things, Skills for Care. Development for myself, I will look things up to read up on things more.”

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. The provider had a good understanding of how to make improvement happen. The provider told us, “I continue professional development by attending workshops, being part of industry groups, participating in the Skills for Care Manager Network, attending networking events, quality assurance events, continuously reviewing new published information and guidance, having independent observations and reviews, completing regular self-reflection, and attending online events put on by local authorities.”