Elite Home Care Service 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 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. The service was led by a strong management team who were committed to providing person-centred care. Staff demonstrate a strong understanding of equality, diversity and human rights, delivering safe, high-quality, compassionate care.Staff were committed to ensuring people had the best care. A staff member told us, “The best thing about the service is the commitment to providing person-centred care and the teamwork between staff to support service users safely and respectfully.”

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.Staff told us the management team were supportive. A staff member told us, “The best thing is the support from everyone, leaders, staff and managers, we all work as a team with good communication.”The registered manager was passionate about providing “great care.” They understood their role and responsibilities and actively engaged with people, relatives and staff. A staff member told us, “I feel if I need any help with anything I can go freely to the elite office and ask.”A relative told us, “I find them to be honest and open, I have had very deep conversations with the management. They are all very approachable and available even out of hours.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. The provider had whistle-blowing policy and procedures in place. Team meeting records showed the registered manager actively encouraged staff to share feedback, raise concerns and discuss any issues affecting their work.

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 management team showed awareness of the need to foster an open, inclusive, and diverse environment. They thoughtfully considered both the wellbeing of staff and the quality of support provided to those in their 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. The failure to share all safeguarding concerns with the appropriate authorities and missing health-related risk assessments had not been identified through the quality assurance process. The registered manager addressed these matters during the inspection and improved the audits immediately.There were extensive processes to monitor the care provided, these included spot checks, assessments of staff competency and regular audits of medication and care records. The provider had a range of policies and procedures in place to support the effective running of the organisation.

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 worked collaboratively with health and social care professionals to ensure people received coordinated care and the best possible support. A professional told us, “They demonstrate good awareness of when external support is required and liaise effectively with GPs, district nurses and other professionals. This helps ensure service users receive the right care at the right time and reduces delays in treatment or intervention.”

The provider focused on continuous learning, innovation and improvement across the organisation and local system. The service used technology to improve people’s outcomes. The service used a homecare digital platform, accessed via electronic devices, which enabled staff to obtain the information required to carry out their duties effectively. It allowed the management team to respond to issues in real time. A secure platform was also available to family members, allowing them to view live wellbeing updates, read-only care records, and staff schedules. The registered manager demonstrated positive engagement throughout the inspection process and evidenced a clear commitment to ongoing service improvement.