Gleberry Support Hinckley

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.

Staff described a culture of teamwork and support within the service. One staff member said, “The motto is teamwork. We do teamwork all the time.” Another said, “It’s a nice team to work with, we support each other.”

Staff told us managers were approachable and provided support when needed. The registered manager said members of the management team worked alongside staff in delivering care, which provided opportunities for regular contact with staff. They also described how staff could approach the management team directly, including when they needed additional support, and gave examples of providing individual support through supervision.

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.

People and relatives described the management team as accessible and responsive. One relative said, “If there is ever a blip, I can contact them and there is instant action. When they are with [Person], [Registered Manager] is fantastic and draws the best from [Person].”

Staff also told us they felt supported by the management team. One staff member said, “The management team are amazing, they all care for you.” Another staff member told us they could contact the management team when they needed support and an on call arrangement was available.

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

Staff told us they felt able to raise concerns and understood how to speak up about unsafe care. One staff member said, “I would raise it with HR, CQC or the police.”

The provider had a whistleblowing procedure in place; however, this did not include information about external organisations staff could contact if they needed to raise concerns outside the service. Staff we spoke with were able to identify external reporting routes, including CQC and their trade union. The registered manager assured us the procedure would be reviewed and updated.

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 they felt treated fairly and supported with their individual circumstances. One staff member described how their working arrangements took account of their childcare responsibilities and said, “They are mindful of my childcare and my rota. They give me breaks to do the school run.” Another staff member told us the provider supported flexible working and enabled them to take time away from work to maintain family commitments.

Staff also told us they could contact the management team if they needed support or assistance with covering calls.

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.

Governance and audit systems were not always effective in identifying areas requiring improvement. Audits of the electronic care monitoring system had recorded no concerns but had not identified the issues found during the inspection. These included concerns about staff working hours and rest between shifts, overlapping calls, insufficient travel time and some calls being shorter than planned.

Governance systems had also not identified that some mental capacity assessments had not been completed or that relevant Speech and Language Therapy (SALT) assessments were not always included in people’s care records.

Medicines audits had not identified the medicines concerns found during the inspection. They did not cover all the areas needed to provide effective oversight of medicines management.

The registered manager acknowledged the areas requiring improvement and responded to feedback. They assured us action would be taken to improve record-keeping, strengthen audit processes and support ongoing service 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.

People and their relatives told us the service worked with health professionals to support their care. They also told us they could access electronic care records to keep up to date with the support provided. Staff told us referrals to health professionals were made through the office team and advice or guidance received was shared with relevant staff so people’s needs could be reviewed and responded to.

The provider also supported people to access their local community and take part in activities of their choice. The registered manager told us people were informed about planned group activities, which included shopping trips, meals out and day trips. The provider had access to a minibus to support people to attend activities where other transport options were not suitable. People could also be supported individually to access places and activities of their choice.

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.

Staff were supported to develop their knowledge and skills through further qualifications. Staff confirmed they had been offered opportunities to complete Level 3 and Level 5 qualifications in Health and Social Care. One staff member said, “They offered it to me so I can upskill and help people. They always encourage learning.”

The registered manager described how the provider had introduced a Lifeline service after identifying some people could experience delays in receiving support when their existing alarm service contacted relatives who were not available. The provider’s system enabled alerts to be directed to members of the on-call team. The registered manager told us the equipment was checked regularly to ensure it remained operational.

The management team also responded to findings identified during the inspection. Before the inspection process had concluded, they shared an action plan setting out areas they had identified for improvement and actions they had started to take.