G H Quality Care Limited - 63 Taunton Road

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 registered manager told us the ethos of the service was to provide high quality care to the people they supported. Staff were committed to this ethos and were happy they had the time, resources and support to provide a high standard of care to each individual. Comments from people confirmed they were very happy with support provided to them. A relative said, “This is a very good company, and we are very happy with them. We have had experience with three companies before, and this is the best one."

The provider had inclusive leaders who understood the context in which they delivered care 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.

The registered manager had owned and managed the service for over 30 years. They were supported by a small management team who ensured care and support was monitored to make sure care remained personalised and of a good quality.

Staff told us there was always a senior member of staff on call who they could contact at any time for support. One member of staff said, “There is always someone at the end of the phone for advice or support."

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

One person said, “I’ve never had a reason to complain but if there was anything I would call [registered manager’s name]. They would do anything without any hesitation.

Staff said there was a culture where they felt able to speak up including about any mistakes or errors. One member of staff said, “100% able to report mistakes."

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 said they felt treated fairly. All staff said the management supported them in their work and were flexible when they needed to be.

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. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

There were systems in place to monitor quality and to seek people’s views on the care they received. A relative commented, “A care plan is in place, and it has been reviewed. Someone came in for a review. They also ask us if we are satisfied with the service by phoning us.”

The registered manager carried out weekly reviews of records and spot checks were carried out by a senior member of staff. The provider also sent out annual satisfaction surveys to people.

The registered manager used information obtained as a result of these checks to make improvements. For example, weekly schedules were being sent to everyone in response to feedback received. This ensured people knew which staff would be visiting them at what time each day.

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 in partnership with people, families and other professionals to support people to remain part of their communities. People said the staff were flexible to fit in with other commitments such as appointments.

The provider focused on continuous learning and improvement across the organisation. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people.

The provider was committed to ongoing improvements to the service. They had recently been working with commissioners to make improvements to record keeping.