GPS Care Services

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. The service was previously in breach of legal regulation in relation to good governance. At this inspection we found enough improvement had been made and the service was no longer in breach of this regulation.

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 staff team and managers worked together to provide care which was safe and effective. Staff and managers valued person-centred care, this was evidenced in peoples care records and feedback form people. Staff undertook an induction and training package at the start of their employment with regular refreshed training taking place.

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. All staff we spoke to told us managers were supportive. Staff told us they felt managers were approachable and they were available to offer advice and support when needed. Records showed that managers understood their duty of candour and responded to complaints and safeguarding queries promptly.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff told us they felt they could speak to managers about any difficulties they may have in their roles. The provider had whistleblowing policies and procedures in place.

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 opportunities to feedback about the service via regular staff meetings and individual supervision sessions with managers.

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. Records showed that regular audits, including spot checks and information analysis took place. An electronic call monitoring system was in place which allowed managers to oversee the timeliness of visits to people’s homes.

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. Professionals were positive about their experiences of working with the provider. Professionals told us the service always followed people’s plans of care, they were easy to contact and were responsive to requests for information.

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. Records showed that the service worked towards continual improvement. Managers had regular oversight of care delivery and were proactive at addressing issues when they arose.