Elite Care 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

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 68 (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 did not have a clear shared vision, strategy and culture which was based on transparency, equity, equality and human rights, diversity and inclusion, and engagement. They did not always understand the challenges and the needs of people and their communities.

Although the provider had values displayed in service documentation, this was not embedded throughout the service. For example, values were not discussed with people or staff during supervisions. The provider has advised us how they plan to incorporate values within supervision documentation following our feedback.

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.

The provider had appropriate systems in place which demonstrated capability in their roles. For example, there was a business continuity plan in place and spot checks were regularly completed by leaders. Both staff and people spoke highly of leaders in the service. One relative told us when asked if they could approach leaders, they said, “100 percent, they [leaders] are approachable, and there is never a bad time to speak with them. They [leaders] get back to you straight away.”

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

The provider fostered an environment where both staff and people felt able to speak up regarding any concerns. There was a whistleblowing policy in place which staff were familiar with. Staff and people felt able to raise concerns with leaders, and felt confident these would be actioned appropriately. One staff member told us, “If I had any issues, [leaders] are so easy to approach.”

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 promoted a diverse workforce. There was an equality and diversity policy in place and staff reflected the diverse cultural make-up of the local community.

The provider did not always have clear responsibilities, roles, systems of accountability or good governance. They did not always act on the best information about risk, performance and outcomes, or share this securely with others when appropriate.

Although the provider did have a level of oversight of the service, relevant systems to support quality improvement were not always in place. For example, there was not a quality improvement plan or care plan audit in place. The provider completed daily notes audits, however, did not identify daily notes which required more detailed information, for example, what foods were given when people were supported with meals. Following our feedback, the provider implemented improved quality oversight documentation.

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.

At the time of the assessment, there was not an extensive need for partnership working with other professionals. However, leaders and staff understood their role in partnership working for when this need arises and demonstrated this through relevant documentation regarding responsibilities of partnership working. People had confidence in the provider to work closely with the right professionals if required.

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.

The provider had a positive approach to learning, by encouraging staff to reflect on relevant policies and training scenarios during team meetings. During our assessment, the provider had been responsive to any feedback provided and has implemented relevant improvements without delay.