CEL Homecare Teesside

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 71 (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 spoke positively about the culture and values of the service and were proud of the support they provided. One member of staff said, “I really enjoy the company and enjoy working here.”

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. For example, issues had been identified with the punctuality and consistency of calls and the registered manager had taken action to address these. This included apologising for mistakes that had occurred and taking steps to reduce the chances of them occurring again. Positive feedback on the changes made had been received.

The provider fostered a positive culture where people felt they could speak up and their voicewould be heard. Staff confirmed that the leaders encouraged and welcomed feedback. One member of staff told us, “You can speak with anyone there and they help.”

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. Staff told us they felt valued and respected by leaders of the service, who they described as approachable. One member of staff said, “Overall, I feel the service is supportive and staff are committed to delivering good care.”

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. A range of audits were carried out to monitor and improve standards at the service. Issues had arisen with the punctuality and consistency of care calls and in obtaining feedback from people. Action was being taken to address these, but further and sustained improvement was needed to embed this.

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. Healthcare partners gave us examples of how leaders were trying to improve the service, for example in relation to staffing consistency.

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. Staff were given time and support to develop their own skills and knowledge, including to obtain formal care qualifications.