Gemini Exclusive Care Mansfield

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 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 as good. At this assessment the rating has remained good. This meant the service was well 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, diversity and inclusion and understanding challenges and the needs of people and their communities.

The mission statement for this service was ‘Small enough to care - big enough to cope.’ Our findings throughout this assessment supported the implementation of this strategy. Staff were knowledgeable about people’s needs. This included the registered manager, who when asked about people’s care and support needs could give an immediate and thorough account including; people’s health needs, how they communicated, and the number of staff needed to care for them.

Staff understood their roles and responsibilities, this included management, office-based staff and care staff. Almost all the staff spoken with told us they felt able to contribute to the continued development and success of this service and their views were welcomed and valued.

The provider had an inclusive management team, who understood the importance of an empathetic approach, 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.

The registered manager and their management team were well respected by most staff, people and relatives. The registered manager and provider spoke passionately about people who received care and staff. They prided themselves on providing high standards of care and a positive working environment. This was supported by the feedback from most people and staff.

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

People felt able to raise concerns either directly with the staff who cared for them, or, to office-based staff and management. People felt their concerns would be acted upon. People told us that on occasions they received calls to ask their views on the quality of care received; however, some people and relatives told us they would welcome more regular contact with the management team.

Staff and leaders actively encouraged staff to raise concerns and promoted the value of doing so. Most staff were confident that their voices would be heard. When things went wrong, prompt action was taken to make improvements and where needed, apologies were made to those affected.

The provider had an appropriate policy for Whistleblowing which staff were aware of, and staff felt there was a culture of openness, they could speak up and would be listened to. Guidance was in place should staff wish to report their concerns to external agencies such as the CQC. Staff understood this process

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 were from a wide range of backgrounds and cultures. The registered manager had ensured these workers were given the appropriate training, guidance and support to enable them to integrate quickly with their colleagues and the people they cared for.

Some people had raised concerns that some staff struggled to communicate effectively with them as English was not their first language. However, people and relatives also stated that staff were kind, caring and compassionate and provided good quality care.

Staff told us they felt welcomed, included and they enjoyed their roles.

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 provider had ensured all staff understood their roles and responsibilities and there were proactive systems of accountability and good governance. The provider used this system to manage and deliver good quality care and support. The provider acted on any information received about risk, performance, and outcomes.

Audits were completed regularly to ensure concerns were addressed quickly before they impacted the quality of the care people received. The registered manager had a thorough understanding of relevant regulations and legislation. For example, statutory notifications were sent to the CQC where required. These notifications inform the CQC of any issues that could affect people’s health and safety such as serious injury, allegations of abuse and involvement of the police.

The registered manager told us, “I actively stay informed about best practices in social care by engaging with CQC updates, reading relevant publications, and networking with other managers. I ask, ‘What are others doing that we could adapt for our service?’”

Systems were in place to ensure people’s records were maintained securely. The registered manager said, “I have attended a ‘Cyber Threat and Care’ online course with the Police on how to build resilience and maintain security for records management.” They told us they had provided guidance for staff on how to ensure safe records management.

The provider understood their duty to collaborate and work in partnership, so services worked together for people. They shared information and learning with partners and worked collaboratively for improvement.

The registered manager told us, “We are committed to creating local jobs and investing in local businesses. We work closely with local recruitment agencies and social media groups to ensure that our vacancies are advertised to local residents and that we provide training and development opportunities to our staff.”

The provider offers apprenticeships for local unemployed young people. The registered manager told us, “These provide opportunities for young people to gain valuable skills and work experience and support their transition into sustainable employment.”

The provider focused on learning and improvement across the organisation. They encouraged the delivery of positive outcomes and quality of life for people.

The provider focused on continuous learning, innovation and improvement across the organisation. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people.

Staff and leaders had a good understanding of how to make improvements happen. The approach was consistent and included measuring outcomes and impact. Regular staff meetings were held where any changes to company policy or regulatory requirements were discussed and actions agreed.

The registered manager told us, “I foster an environment where every piece of feedback good or bad is seen as a golden opportunity to learn. When something goes wrong my first question is ‘What can we learn?’ not ‘Whose fault is it?’. I lead structured discussions in team meetings to analyse events and agree on practical changes to prevent recurrence. This is documented in our meeting minutes.”