Goscote Centre

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 requires improvement. At this assessment the rating has changed to 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.

There were processes in place to ensure the service promoted a positive culture for staff, carers and the people they supported. Staff confirmed the registered manager was improving the culture of the service and were on board with the changes they were implementing.

Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.

People, carers, relatives and staff spoke positively about the leadership team and how the service was run. A carer said, “I feel supported by our support worker. We go on holiday 3 times a year and I am helped with risk assessments”. A relative said, “I can call the service if I want to know something, they are easy to talk to. I would raise a concern but have not had to do so. The service is good”. A carer told us, “The team are supportive and on hand. I can phone or email anytime if I need anything, as well as text my link worker who always responds. I have had no incidences where I needed to take it further. We have carers meetings every 6 weeks, changes and new regulations are discussed. We bring up anything we want, talk about training, and things we’ve done well. Getting together is a great resource; we can offer advice to new carers and support with training. Personally, I feel fully supported”.

There were systems in place to ensure staff were aware of their roles and responsibilities and when they needed to escalate concerns. The provider was aware of and understood their legal responsibilities around notifying CQC about any important events that had happened in the service. The registered manager had identified areas of improvement since they had started working at the service, had made changes, and had plans in place to develop the service in the future.

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

People, carers and relatives were happy to raise and share concerns. They were confident action would be taken.

There was a whistleblowing policy in place and staff were aware of this and the procedures they needed to follow. The registered manager had created an open-door policy where staff were able to speak up and share their concerns.

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for the people who worked for them.

Staff told us they were happy working at the service and felt they were treated fairly. There were procedures in place to consider staffs’ individual needs and ensure all staff were treated equitably.

The provider had clear responsibilities, roles, systems of accountability and good governance.

There were audits in place which monitored the safety and quality of care, including management of medicines, people’s environment and the care people received. There was a system in place to monitor and review accidents and incidents that had occurred. All audits were effective in identifying areas of improvement and making changes where needed.

The shared lives officers regularly attended people’s placements to complete reviews and checks on the care people were receiving.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people.

There were systems in place to ensure the provider worked in partnership with other agencies. As part of this assessment, we asked health professionals for feedback, they raised no concerns with us.

The provider focused on continuous learning, innovation and improvement across the organisation and local system.

The processes in place were effective in identifying where improvements were needed. We were able to see where learning had been identified and the action taken to make changes. The registered manager had recognised some care plans needed further detail and that some carers needed refresher training, they had plans in place to address this and were actioning these improvements.