Gaia Home Care Ltd

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 service leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture. This is the first assessment for this newly registered service. This key question has been rated 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 provider had a clear vision for the service and their core values were shared with members of staff in an organisational handbook. The provider encouraged members of staff to give input and ideas about how they could continue to improve and promote the business.

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. The registered manager was respected by members of the staff team. One member of staff told us, "Yes I do 100% feel valued and listened to. [The management team] are 100% approachable at all times and value what I have to say in any aspect of communication I have with them." People who received care and support recognised the registered manager as an effective leader. One person said, "[The registered manager] is very approachable and the company well organised. They give me person-centred care. I would recommend them. I have no issues or complaints.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. The provider had a whistle-blowing policy in place and members of staff were able to 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. The management team promoted an open-door policy and encouraged members of staff to speak to them if they were having any difficulties or issues. These were always dealt efficiently. For example, 1 member of staff required flexible working hours due to family issues and the management team organised a discussion with them and made alterations to shift patters to accommodate their requirements. The provider had an equality, diversity and inclusion policy in place and worked to support their staff team in line with this policy.

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 management team reviewed the quality of care and support provided to people by carrying out spot-checks on staff performance and service delivery. There were a range of audits in place to review care plans and people's needs assessments. There were a range of policies in place which covered all aspects of service delivery. Policies were current and had been reviewed within the last 12 months. A member of staff told us, "Yes I've had an appraisal from my manager and I also get random spot-checks whilst [in people’s homes]."

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 was aware of local community health and care services and worked in partnership with them to ensure continuity of care and support for people.

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 provider attended local forums with other providers of social care where a range of topics were discussed to support continuous improvement and development of social care services.