Goldfinch Care Agency Private Limited

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 questionGood. At thisassessmentthe rating hasremainedgood.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,strategyand 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.

Theregistered managerhad clearly defined values which were embedded across the service and consistently understood by staff. These values were person-centred and promoted inclusivity, respect and aspiration for people using the service.

The registered manager’s expectations of staff in relation to theirroleand approach to care and supportwasevidentthrough our discussions with them throughout the assessment process. Staffdemonstratedan understanding of these expectations in their day-to-day work.

Systems and processes, including assessments, care and support planning, regular reviews, opportunities for feedback, and staff training and supervision, reflected and reinforced theregistered managers overall positive culture throughout the service.

The registered manager spoke of the importance of culture within the service ensuring they followed the EDHR (Equality Diversity and Human Rights Act 2010) and policies in place supported this.

Staff spoke positively abouttheir experience ofworking at the service and were complimentary of how managers supported them in their roles.One said, “This is a collaborative service where we [staff]are listened to.”

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,experienceand credibility to lead effectively. They did so with integrity,opennessand honesty.

There was a clear and effective management structure in place, with defined roles and responsibilities that supported the delivery of high-quality, person-centred, safe, and compassionate care.

The registered manager, who was also the provider,demonstratedstrong oversight of the service and had taken steps to strengthen governance arrangements. This included the recent appointment of a compliance managerrecently. In addition, there was an established training lead and ancillary staff who supported the day-to-day operational functions of the service, ensuring continuity and consistency of care delivery.

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

The culture within the service enabled people and their relatives to feel confident in speaking up and raising concerns without fear of recrimination. Feedback was actively encouraged and valued. The registered managerdemonstratedanopen approach, consistently listening to the views of people and their relatives.This contributed to a transparentandinclusiveservice.

Staff told us they received training on whistleblowing procedures and were confident in how to raise concerns. They confirmed they had access to the provider’s whistleblowing policy and understood the process to follow. Staff were able to clearly describe the external organisations they could contact if they felt their concerns were not being taken seriously by managers.However, staffsaid they had not ever had reason tocontact any external agency such was the trust and faith they had in managers. One said, “I’ve never had to this but would be comfortable in doing so if needed.”

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.

Theregistered managerdemonstrateda positive commitment tofairness,and inclusionandfosteredanequitableandinclusive work force. Theytold us they recognised the importance of staffs’ personal livesand challengesthey may faceoutside oftheirworking livesthat mayimpactthem on carrying out their roleasrequired.Onestaff member said, “I have flexibility when I need time off.”

The service provided 24-hour live-in care, with a clear emphasis onmaintainingequitableworkloads for staff. Rotas were planned well in advance, ensuring staff were protected from the potential impact of delivering continuous, high-intensity care over extended periods. Structured work patterns were in placefor staff, withtime away fromworkplannedinweekly/monthlyblocks. This arrangementensured staff had sufficient time for rest and recuperation.

The provider hadestablishedroles, responsibilities, systems of accountability andoverallgood governancewhich supported thedeliverygood qualitycare,treatmentand support.

However,therequirement for minor improvementin a small number of areas wasnotedwhich governance processes had notidentified.The registered manager took accountabilityfor theseand was proactive in their response taking immediate actiontotheshortfalls in recording practices in relation to medicines management and aspects of care planning, whereadditionaldetailwereneeded.

Whilst theregistered managerunderstood theirresponsibilities in relation to the duty of candour andensured statutory notifications weresubmittedto CQC asrequired, in line with their legal obligations, we dididentify,following a review ofanotificationsubmittedimmediatelyprior to our inspection relating to a minor incident, asafeguarding referral may have beenappropriate inrelation totheincident. Although CQCdoes not investigate safeguarding matters, the registered managerfurtherreviewed the incident and made a referral to the local authority without delay.Our review of incidents and notificationspreviouslysubmittedto CQCidentifiedsafeguarding referralshad beensubmittedasrequired.

We assessed these mattershad not negatively impacted people’s experiences orplacedthemat risk of harm.

Quality assurance processes were in place, supported by a programme of audits across key areas. These systems enabled oversight and ongoing monitoring of the service.

Effective communication arrangements were in place between people using the service, their relatives, managers, staff, and external stakeholders. These supported thetimelysharing of relevant information and contributed to the overall sustainability and quality of the service

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 and staff wereopen and transparent, and they collaboratedwith all relevant external stakeholders and agencies. Recommendations made by external professionals were implemented and followedfor exampleby occupational therapists and dieticians.

The provider focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience,outcomeand quality of life for people. They actively contributed to safe, effective practice and research.

The registered managerdemonstrateda clear understanding of the importance of continuous learning and improvement inmaintaininggood practice and effective governance.

They had recently completed a ‘Lead to Succeed’ programme, which is designed to strengthen leadership skills and promote a positive culture within social care settings. Theytold uslearning from this programme had directly influenced their decision to appoint a compliance lead within the service, with the aim of further strengthening oversight and quality assurance processes.

In addition, the provider had invested in a new electronic, live care planning system. This system enabled care records to be updated in real time and improved the efficiency of recording and accessing information. The registered manager told us this had enhanced their ability tomonitorthe service and maintain effective governance arrangements.