Goldsmith Personnel Limited (East London)

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 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. Staff reported a culture of collaboration, where they felt listened to and open communication had been encouraged. Staff members reported, ’I feel it is fair and open. The organisation promotes a positive, inclusive and non-bias culture which protects all at different levels.’’ and ‘‘It’s good and I do believe it’s fair and open.’’

Relatives also spoke positively about the culture of the service and the way it was managed. One relative told us, ‘‘I think it is very 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.

Overall, the majority of staff told us that the registered manager and senior staff were supportive and had a visible presence within the service. Staff said they felt able to approach managers with concerns, issues, or requests for support. One staff member said, “I think the registered manager and senior staff set the foundation for care quality, both are supportive, provide guidance when needed.” Another said, “Leadership promotes a caring, professional, and supportive environment that benefits both residents and staff.”
 

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. The provider had policies in place, in line with best-practice guidance, to support freedom to speak up and the management of complaints.

The registered manager reported, “We tell staff during training and through our whistleblowing process that raising concerns can affect everyone. We explain that whistleblowers are protected and that speaking up helps improve the care people receive.”

Staff told us they were aware of the term ‘freedom to speak up’ and understood what it meant to them. A staff member reported, “Raise them through the line manager.” Whistleblowing means reporting suspected wrongdoing, illegal activity, or danger in the workplace. Staff can raise whistleblowing concerns by following the GPL (Goldsmith Personnel Limited) whistleblowing policy, seeking independent advice, or reporting directly to CQC if the employer does not act.’’
 

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 had access to equality training to help them understand protected characteristics, bullying and harassment.

The registered manager reported, “Staff told us they had access to a range of wellbeing support, including online counselling services, regular supervision and flexibility to attend health appointments. Staff wellbeing was routinely discussed in supervision. The service also had flexible working arrangements in place, including policies to support childcare needs.”

Staff confirmed that their requests for flexible working arrangements were supported by 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. This included developing appropriate risk management plans for known risks.

The registered manager carried out audits, spot checks, supervisions, and implemented action plans to maintain high-quality care and best practices.

The provider had a business continuity plan in place to help ensure the service could continue running during and after any significant disruptions.

The provider recently introduced an electronic call monitoring system for staff visits and is working to put in place an electronic recording system to further improve oversight of records and systems. The provider took prompt and appropriate action to address the concerns identified during this assessment.
 

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 registered manager informed us that they regularly engaged the care forum to support service development and to achieve improved outcomes for people.

The registered manager told us, “We are part of the Waltham Forest care forums and regularly attend meetings. It supports partnership working, and we work closely with the local authority safeguarding team.”

Managers worked with external professionals and followed their guidance and recommendations to support staff learning and improve the safety and quality of care provided to people. An external professional told us, ‘‘They consistently copy me into safeguarding alerts and complaints, enabling effective oversight, quality assurance, and adherence to procedures. They demonstrate good practice in escalating complex cases, including issues such as hoarding, difficulties in gaining access to service users, and no-reply to situations, ensuring that Adult and Children’s Social Care, Safeguarding teams, and CQC are appropriately informed.’’
 

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 actively sought the views of staff, people using the service, and their relatives and carers when developing and evaluating improvement to ensure there was a culture of continuous improvement. Staff viewed learning from incidents and accidents as an opportunity to improve the service.