GAIN Care Limited - Leeds

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.

There were regular staff meetings where relevant aspects about people’s care and management of the service were discussed. Staff were offered regular supervision and told us they felt well supported by management.

In our conversations with staff we found there was a positive culture within the service, where learning and engagement from staff was encouraged which helped build trust and a joint view of the values of the service. A staff member told us, “It is one of our values at GAIN care to support our service users to be as independent as possible. When the initial assessment is done, we note what they can do independently. When we are supporting [people], we always give them a choice. If they can do a cup of coffee, there is no need for me to do it. We are there to support them doing it.”

People and relatives told us they cannot think of any improvements the service required, and they would recommend the service to others. A relative, “I would highly recommend them to others” and “They have got the care right, no improvements necessary.”

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.

The management team were experienced and knowledgeable about people’s needs. They demonstrated dedication and commitment to working closely with staff, healthcare professionals and people and relatives, to ensure high standards of care were maintained.
Staff, people and relatives were overwhelmingly positive about the registered manager and the support they provided. A relative commented, “The manager is kind, caring and totally understands the needs of someone living with Alzheimer’s. [Name of registered manager] and her team have been very supportive to me, and I couldn’t ask for anything better.”

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

The service had good systems and processes in place to encourage people, relatives and staff to speak up if they had any concerns. Feedback we received indicated there was an open culture at the service where feedback about areas for improvement were welcomed and actions taken.

Staff were empowered to drive improvement and encouraged to raise concerns when needed. Staff said they had full confidence in the management team and said appropriate action was taken to address any concerns and keep people safe whenever necessary.

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 offered regular supervisions and spot checks, and they told us they felt supported in their jobs and to balance their work and personal life. A staff member said, “I am speaking personally for myself, if I have a problem, I will speak with my manager, she always gets back to me quickly. I am free to speak with my her, related to work or not, she is that kind of a person. She supports me in so many ways.”

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 registered manager had a good oversight of the service. There was an action plan in place to address the issues identified at the last inspection; this had clear timescales and had been effective in driving improvements.

There were several quality assurance and governance systems were in place such as medication audits and review of complaints patterns and trends; most had been effective.

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.

Records reviewed showed health and social care professionals were regularly involved with people's care. Professional advice was documented and followed.

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.

Some staff told us they had been supported to completed additional external training to become champions in certain areas such as medicines, safeguarding or infection and prevention control. Champions’ responsibilities included supporting other colleagues and doing some quality assurance checks.