Executive Connect Limited

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.

Staff said they enjoyed their jobs and morale was good. Managers led by example and shared the vision for the service during team meetings and supervision sessions.

Processes and policies reflected transparency, equality and meeting people's human rights.

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.

Managers had the right skills, knowledge and skills to effectively lead and promote development of staff. Staff spoke positively about senior staff and said they felt supported.

Leaders understood the context which they delivered care, treatment and support, and led by example in terms of modelling the culture and values of the workforce.

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

There were appropriate speaking up and whistleblowing policies. Staff felt confident in raising concerns and thought they would be listened to if they felt anything could be improved upon.

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.

We saw appropriate equality and diversity policies in place; staff and managers completed relevant training. Staff did not note any concerns in this area.

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.

The provider undertook performance monitoring for the service and staff. They had systems in place to monitor whether staff visited people at the right times and stayed on shift for the correct amount of time.

There was a robust schedule of audits to monitor outcomes, and action was taken if changes needed to be made.

There was a clear governance structure and leaders understood their roles and responsibilities. The manager recently applied to become registered with the CQC.

The provider submitted statutory notifications to the relevant agencies.

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 examples of where the provider established links with the local community such as faith groups and football clubs. The provider planned to strengthen links with other companies that provided similar services.

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.

Senior staff were encouraged to complete further leadership training to complement their roles and participated in local forums. The service subscribed to several organisations to keep up to date with new learning and innovations. Managers cascaded important information to staff. Staff could undertake further learning specific to people’s health needs.