Great Prospects 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 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. 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 followed the principles of ‘Right Care, right support, right culture’ by supporting people to be the lead in their care, promoting dignity, respect, and valuing people as individuals.

Staff had a clear understanding of these values. One staff member told us, “There is a very good culture here, because we all work hard as a team to do our best for clients, and the managers supporting us.” One relative told us, “The staff carry both me and [person’s name]. They make me feel a part of this kind and caring family.”

The registered manager told us, “We aim to be transparent, open and trusting of our staff teams because we listen. The fact that our staff come from diverse backgrounds helps us think outside the box and learn from each other to put people first.”

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.

There was visible and clear leadership in the service. Staff knew who to go to if they needed support to meet people’s needs, and told us the management team were approachable, available and supportive. One person told us, “I like everyone here, all the staff and the bosses; everyone wants you to be happy.”

The registered manager told us she felt supported by the provider and encouraged their staff team to approach them with any challenges they may face, or any ideas for improvement. They told us, “There are no crazy ideas; all suggestions are welcome and what fits one person will not fit another; it’s about knowing the individual person and staff member, breaking down barriers, and making it person-centred.”

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

People told us they could speak up about anything they wanted, and the feedback from the relatives we spoke with echoed this. For example, one relative told us, “I have never had to raise any concerns, because the staff are so good at pre-empting this by always checking in with [person’s name] and me.” Another relative told us, “The staff are very good and quick at responding to you if you have any queries, and their door is always open.”

Staff told us they felt confident to voice their concerns about anything to the management team, and to approach external authorities if needed. One staff member told us, “The people we support are the priority. If something was not being dealt with, I would certainly take it further.” Another told us, “The managers listen. They know we understand the needs of our clients very well, and they respect our ideas. For example, when I suggested we have different coloured bins for [person’s name] kitchen, to separate the waste and recycle better. This happened quickly.”

The provider had processes in place which supported people, relatives, and staff to speak up about any concerns within the organisation. The registered manager told us they operated an open-door policy and welcomed residents, staff and visitors to raise concerns with them. They told us, “I make sure I lead by example, show my own vulnerability with staff and clients, to show them that we are all equal. We have moved from a staff team that wouldn’t ask questions to now asking anything.”

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 told us they were treated well and supported equally by the management team, and the provider had processes in place to encourage an inclusive culture and optimise staff wellbeing. Any issues were discussed in handover, team meetings, supervisions or as they arose, because the management team were readily available and supportive with their staff. One staff member told us, “We have the right people in management positions with the right experience and attitude, which is putting people first.”

Staff surveys had taken place to further gain their views about how the organisation could improve, and there were programmes in place to support staff to develop in their role.

The registered manager told us they made workplace adjustments to accommodate staff’s personal circumstances and focussed on providing an environment whereby workplace issues could be discussed on both a formal and informal basis.

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.

There were systems in place to support the registered manager to identify and address risks to the organisation and quality concerns. The registered manager reviewed audits, and quality checks were completed which included health and safety, infection control, medicine’s management, recruitment, and staff training. Outcomes from these audits were discussed and action plans put in place to address the areas required. For example, when the finances of one person had not been reviewed with the required time frame, this was actioned by a manager visiting the person and reviewing their risk assessment and was added to the organisation’s continuous improvement action as a lesson learned.

The quality of the service was discussed and shared with people, their relatives and staff, and their views on how to improve the organisation were sought and, wherever possible, actioned.

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 organisation worked with several different health and social care partners to ensure that people were safe, received the care they needed, and were protected from harm. A manager told us, “We link in with a number of teams such as dentistry, the Parkinson’s team, the district nurses, and the occupational therapists. Visiting professionals record their visits onto people’s care records to ensure we have accurate and current details.”

The registered manager was involved in forums to keep abreast of local and national developments in health and social care.

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.

Great Prospects Care ensured they continued to learn and improve their services. We noted they had implemented learning from safeguarding incidents and shared these with staff to drive improvement. For example, following the identification of a trend in the incorrect coding on people’s medicine’s records, incidents and safeguarding concerns were reviewed by the management team both weekly and monthly thereafter to ensure any errors were picked up and addressed in a timely manner, and recorded onto the continuous improvement plan.

The management team were keen to continue to build on positive relationships with partner agencies and the local authority. The registered manager told us, “We will continue to build on the positivity of the teamwork, pulling together, to improve people’s experiences. One of the highlights about this company is seeing how much our clients have grown and developed as people.” A relative told us, “The staff go above and beyond, day in, day out, to give people what they need to achieve their goals and reach their potential.”