Elite Privilege Care 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. At our last assessment we rated this key question good. At this assessment the rating has remained 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. The service had relevant policies and procedures in place to ensure the service ran smoothly and accordance with guidance.

Staff were very positive about working for the service. A staff member said, “It is a really nice company to be working with and management are really good. I never have had any issues. It has always been amazing and I love my job, we get really nice people.” Another staff member said, “Whenever I ring they are there and I never feel like I am not heard.” A few staff members described the service as a ‘family’ which showed a positive culture within the service.

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 and were transparent regarding any issues.

Leaders were passionate about working in care and created a positive working environment which ensured care delivery was focused on dignity and respect.

Feedback from staff, relatives and people who used the service described the managers as “really nice, bubbly, friendly” and aligned with the service’s values. A person using the service described the managers as “prompt, she answers the call at any time of the day.” A relative said, “If we need something, they will be on it straight away.”

Staff completed daily notes which included details about the visit. This included personal care and what staff did during the visit. These were signed and dated by staff. However, there were some missed entries within the notes. Management were aware of these issues and put training in place to ensure improvements were made.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff we spoke to told us they were aware of the freedom to speak up guardian policy and felt able to raise concerns with the management team. Managers told us they had a post-box outside the staff office where staff could anonymously post any feedback or comments they wanted to make anonymously.

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. Managers ensured staff were treated fairly. All staff had access to training, supervision and team meetings.

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. For example, managers identified inconsistencies in records and gaps in handover documents during audits and arranged for a refresher training course to ensure staff could make improvements.

Managers held regular governance meetings to maintain oversight of the service and discussed audit results and training within these meetings. However, managers completed monthly audits for MAR charts and did not identify that allergies were not recorded.

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 well with external agencies such as schools, social workers and GP practices. We saw evidence of joined up working and liaison with external teams to ensure care was delivered collaboratively. The provider worked with the local schools to provide shadowing opportunities for people in the local community to help aid their career choices.

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 registered manager was part of a dementia group forum.