Excelle Home Care

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.

At our last assessment we rated this key question Requires Improvement. At this assessment the rating has changed to 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.

The service’s Aims and Mission included being professional and providing a friendly service to aid independence and improve the quality of life. This was monitored through audits and spot checks. Relatives and staff were positive about the service. Staff told us the culture within the service was positive and they were supported when needed.

The provider had inclusive leaders at all levels who understood the context in which they delivered care and support.

The management team knew people well and were committed in improving the service to ensure people received high quality care. This was done through seeking feedback from people, relatives and staff. Spot checks were also carried out to ensure staff delivered high quality care.

Records showed the service had received compliments from relatives on care provided. Comments included, ‘Thank you for the care you provided for [person] and for checking in on [persons relative]. I would easily recommend you to anyone looking for care services."

Staff meetings were held regularly by the management team. Agenda involved overview of service users, staffing and care visits. Management also gave staff opportunities to provide feedback on the service, which was analysed and action taken to ensure staff were supported.

Staff were positive about the registered manager. A staff member told us, “Yes, very supported. In the sense that our manager is always close to us and always available.”

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

The service had a whistleblowing policy that included details on how to raise concerns both internally and externally, which allowed staff freedom to speak up. Staff feedback was also sought as part of supervisions and staff meeting.

Staff knew how to use the whistleblowing policy and understood their role and responsibilities of reporting concerns and knew who to go to if they needed to. A staff member told us, “Whistleblowing is when you see something incorrect and you tell someone, tell supervisor. If not your institution, you can whistleblow to the Local Authority.”

The provider valued diversity in their workforce. An equality and diversity policy was in place. Systems were in place for flexible working arrangements as shift plans showed staff were able to work flexibly. Systems were in place to record incidents towards staff. Staff did not have any concerns about a lack of support and were very positive about the service and the management team valuing diversity.

The provider had clear responsibilities, roles, systems of accountability, and good governance. They used these to manage and deliver good quality, sustainable care and support.

During our last comprehensive inspection, we found good governance systems were not in place to ensure people received safe and effective care. We served a warning notice in this area and carried out a targeted inspection, which found the service was compliant with the notice through improvement made. At this assessment, we found the improvement had been sustained.

We saw evidence that the service carried out audits covering call logs and care plans. The audit included reviewing care plans and associated records such as risk assessments. Call logs were also reviewed with action taken to minimise late visits. This meant management had oversight of the running of the service. Spot checks were also carried out to check staff competency when supporting people. Staff were positive about the management of the service. A staff member told us, “[Registered manager] is always there for anybody, even if we have private issues they will console you. They are on top of everything. Always available.”

Feedback was sought from people, relatives and staff. The results of the feedback were analysed and action taken where required to ensure there was a culture of continuous improvement.

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 registered manager and staff told us they worked in partnership with health and social care professionals to ensure people were in the best of health at all times.

Records showed the service worked in partnership with health and social care professionals to ensure people received safe and effective support.

The provider focused on continuous learning and improvement across the organisation.

Systems were in place for learning and improvement. Improvements had been made since our last assessment with concerns relating to staffing and quality assurance being addressed and the breaches of regulations had been met.

The service had systems in place for learning and improvements with surveys being completed and feedback being sought from, people, relatives and staff to ensure there was a culture of continuous improvement.