Gilead Complete Care Group 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

This was the first assessment of this registered service under a new provider and therefore we assessed all quality statements from this key question. Based on the findings of this assessment, our rating for this key question is good. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care. The registered manager had the skills, knowledge and experience to lead effectively.

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 registered managers and staff told us they aimed to support people to lead independent and fulfilling lives in their homes for as long as possible. There was a clear culture and vision that enabled this. This was reflected in the service user guide that was issued to people.

The registered manager held regular meetings and supervisions with staff to discuss what was happening at Gilead Complete Care Limited. This gave the opportunity to share learning and discuss ways they could improve the service. There was a policy on equality, diversity and inclusion. Staff all received training in this topic.

This service is required to have a registered manager. A registered manager is a person who has registered with the Care Quality Commission to manage the service. This means that they and the provider are legally responsible for how the service is run and for the quality and safety of the care provided. At the time of our inspection there was a registered manager in post. Managers and senior staff had the experience, capability and integrity to ensure that the organisational vision can be delivered, and risks are well managed.

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 service was led by suitably competent and approachable registered manager. The feedback we received from staff about the registered manager was positive. A staff member said, “I enjoy working here. [The registered manager] is very supportive and very lovely.” The registered manager had the relevant skills, knowledge, and experience to lead the service.

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

The provider valued and listened to the views of staff. Staff told us they were given opportunities to provide feedback about the service and their opinion was valued.

The provider had policies in place in respect of whistleblowing and safeguarding and staff had access to these. The provider had systems and processes in place to foster a positive culture where people felt that they could speak up and have their voices heard.

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 that they felt the organisation considered everyone’s individuality. They said they worked well together as part of a diverse team.

An equalities and diversity policy was in place that recognised staff needs and an inclusive culture at the service.

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 registered manager had oversight of the service and was supported by a care co-ordinator. Staff had a clear understanding of their roles and responsibilities.

Regular spot checks were completed to ensure people receive good care and staff are wearing uniform and PPE. Staff told us they received regular spot checks to ensure they were attending on time and providing the correct care and support.

At the time of assessment, the provider was in regular contact with local authority to secure new contract.

The provider was open to working in partnership with others. The service was small and had begun operating from November 2023. This had limited some of the networking opportunities available. The provider had liaised with local authorities and had attended online webinars and training.

We did not receive any feedback from external health and social care professionals, however records seen indicate there were no concerns in this area.

A regular satisfaction survey was sent to staff, people and relatives to obtain their feedback about the service. Should it be required, there were systems in place to learn from and improve practices based on feedback received.

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.

Staff completed ongoing training to support them in their role and ensure a consistent approach to care and support. Staff had supervision meetings to discuss any learning they required. One staff member said, “We have our staff meeting. We have meetings with other carers. I find these meetings very helpful.”

There were processes in place to record all incidents, accidents, complaints and other audits. There was an improvement plan which pulled together areas of improvement from completed audits.