Gem Homecare 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 that 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 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 79 (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 shared vision, strategy and culture that was based on openness, equality, diversity and human rights. People were involved in shaping the culture, vision and values of the service. There was effective teamworking and collaboration and staff were valued and respected. Staff told us they were very proud to work for the service and would have no hesitation in recommending it. A staff member told us, “The service is great. I know I can raise any concerns with manager, and I will be heard.”

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 said the registered manager was an exceptionally kind, caring and compassionate person. A staff member said, “The registered manager always made time for people to voice their thoughts and concerns.” Staff told us they could talk to the management team at any point and felt involved and included in the day to day running of the service and any changes that occurred.

Staff received support to develop their skills and knowledge to deliver high quality care. Staff told us they had team meetings, as well as 1-2-1 support and supervisions, which provided opportunities for discussing any issues with the service and how to make improvements. One staff member commented, “The managers listen and value what you say. I can come to them with any situation, and they know what to do.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Everyone we spoke with knew how to raise a concern if they felt they needed to. Staff attended team meetings which provided them with the opportunity for discussion about the service, care they provided to meet people’s needs and learning opportunities. Staff told us they felt supported by management and within their roles. One staff member said, “I am happy I am working at Gem Homecare, they know exactly what I need. They provide structure and they are friendly, supportive and organised.”Another staff member told us, “I love working here as it is a very rewarding job and management are very approachable and supportive.”

The provider was diligent in its gathering and analysis of staff views to help improve the service. A recent survey showed that while almost all staff were satisfied with their job, some reported experiencing occasional work-related anxiety. In response to this, the provider had organised a session with a trained counsellor to enable staff to explore methods for coping with work-related stress.

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.

There were policies and procedures in place to support equality and diversity. Staff had received training and knew how to recognise discrimination within the workforce. Staff told us they were all treated equally and were not discriminated against.

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 service was extremely well organised. Managers and staff were clear about their roles and responsibilities. A robust system to monitor, assess and drive improvements to their service had been implemented. This included medicines management audits, care plans and risk assessment audits, daily notes, and infection control audits. Staff understood their roles and responsibilities and the management team could account for the actions, behaviours and performance of staff.

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.

We received positive feedback from partners and stakeholders. They told us the service worked collaboratively with them, and they had no concerns for people's welfare. One professional told us, “The management team very engaging and receptive to advice, taking on board some areas that it was felt they could improve on.”

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 told us the provider encouraged them to be innovative and empowered them to access additional training and professional development.

The management team were proactive in using information from audits, complaints, incidents and safeguarding alerts to improve the service. The managers worked with staff to understand how things went wrong and involved them in finding solutions.

Lessons were learned following incidents or events affecting the well-being and safety of people who used the service. Where necessary changes were made to working practices to reduce the risk of recurrence.