Gilburn

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

We reviewed all quality statements in the Well-led domain. There was an inclusive and positive culture at the service. Since the last inspection significant changes to leadership and staffing had led to a shift in the culture of the service, which placed people more centrally and ensured person centred care was being delivered. Systems and processes were in place to monitor care and ensured people were experiencing positive outcomes in all aspects of their lives.

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.

Significant improvements to the culture of the service had been made since the last inspection. The registered manager and regional manager were very open and transparent and felt changes in staffing and leadership style changed the culture of the service. One staff member told us, “Ever since the registered manager was here, they have been fantastic. The registered manager has improved Gilburn entirely. Everything they have done has changed for things for the positive.” Another staff member told us, “The culture is vibrant, positive and very progressive. All staff have a shared vision to support people the best we can and get great outcomes for people.”

Team meetings were completed which detailed a variety of topics and reinforced the culture around providing good quality person centred care. Supervisions which reinforced the expectations of practice were also undertaken regularly. A provider newsletter was available which shared information about things happening at the service, as well as the organisation as a whole.

All staff had a clear understanding of the service’s priorities and appeared to have relevant skills and knowledge to undertake their roles. Some staff had worked at the service for many years and talked about the improvements that had been made to their roles and how the service was managed. A staff member told us, “There is more teamwork and cohesion now. There is more communication with staff and team leaders. Staff are understanding their roles and responsibilities better.” The registered manager told us, “Staff underpin our success, so I feel I ensure they feel valued, motivated and well supported. By doing this it has proven they are more engaged, all have the same goal and are loyal to both Gilburn and to the people we support.”

The management team were accessible and had an open-door policy to ensure all people, relatives and staff could raise concerns or share any feedback they may have. The registered manager was aware improvements to capturing people’s views and was focusing on embedding a more formalised recording of people’s opinions and wishes more frequently.

Staff told us they were able to raise any concerns or queries which were listened to by leaders and the registered manager. Where possible changes were made based on suggestions by staff. A staff member told us, “Management, they listen to us and allow us to speak in staff meetings. They act immediately to things we tell them.” The registered manager supported a culture of improvement at the service and wanted to hear the views of people living at the service and staff.

Processes were in place to support staff to speak up. We reviewed freedom to speak up and whistleblowing policies which provided guidance on escalation processes should staff need to raise concerns.

The workforce at the service was diverse and staff had a variety of different work and life experiences. The registered manager supported staff to ensure a work life balance and ensured everyone living and working at the service was treated with respect. The registered manager told us training and development initiatives had also been introduced which were accessible to all. One staff member told us, “I am doing great, I am progressing in my career and have lots of opportunities. Regularly supervisions are used to make sure you are supported and have the training needs and career progress you want to see.”

All staff were trained in the areas of equality, diversity and inclusion. Wellbeing in the workplace training was also provided to staff. The registered manager and regional manager had oversight of the service.

Staff and leaders felt there were systems in place which helped to ensure safe and effective care was provided to people living at the service. Appropriate information about risks and best practice was shared by the registered manager to staff which supported them to deliver good quality care.

Systems and processes were in place and used by the registered manager to govern the service. Audits on a range of topics were undertaken, although some did not always identify issues found during assessment. For example, medicines audits did not identify an issue with management of CDs, and that a health specific care plan was not in place for one person. The registered manager was responsive to concerns identified and rectified matters in a timely manner.

People accessed health and social care professionals when needed. Relationships were established with partner agencies and health and social care professionals would visit the service to provide health interventions such as blood tests and chiropody care. People accessed the local community and also received visits from family and friends.

The registered manager felt effective working relationships with health and social care providers were established. The registered manager told us, “I’m proud of our partnership working and the positive working relationships we’ve built up with external professionals. We have had a number of people closed by community teams due to the positive progress people have made living here.”

Feedback from partner agencies was mostly positive, although one partner agency did not feel the service was always safely meeting people’s needs. Information and concerns raised by the partner agency were reviewed as part of this assessment process and we found concerns had been investigated and closed down by safeguarding teams.

Processes were in place which supported positive working relationships with external stakeholders and organisations. Contacts with health and social care professionals were recorded and updates were made to care plans, risk assessments and daily records. This helped to develop opportunities available to people and improved outcomes for them.

Team meetings and updates took place frequently and prompted suggestions and feedback around how to improve the service. Staff felt communication had improved and they were given information at many points to ensure they understood any changes to people’s needs or practice changes. For example, via handover meetings or staff meetings.

Processes were in place which support regular reviews of people’s care. Any incidents that occurred were analysed and learning identified which was shared with staff and across the wider organisation.