Goldcrest Heathcare Service (Birmingham)

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

There was an open and positive culture within the service where leaders were experienced, compassionate and led with integrity and people and staff felt heard. Diversity across the service was valued and there were future plans in place to enhance this. The service worked well with other partner agencies to collaborate for improvement. The management team were committed to making improvements across the service. There were governance systems in place which assessed and managed the safety and quality of the service. However, some improvements were required to quality assurance audits to ensure they were as effective as possible.

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 registered manager promoted an open and positive culture across the service. They told us, “We operate an open-door policy, staff members can contact me at any time”. Staff told us the management team demonstrated a positive, compassionate, listening culture that promoted trust and understanding. One staff member said, “The management team have worked really hard to improve things. They are always available and very supportive”.

The provider had team meetings and regular supervisions where news was shared, and expectations of the team were discussed and agreed. The provider’s values were re-visited during staff supervision meetings.

The management team told us they worked well together and supported staff through a scheme of delegation, so all staff understood their roles and responsibilities. The registered manager said, “I want to lead by example, I support my team managers and support staff.” Staff told us they had received relevant training and received support from the management team to enhance their own skills, knowledge and development.

The registered manager used policies and procedures to safely manage services and kept up to date with changes in the health and social care sector. They were committed to driving improvement through their own learning and experiences.

The provider was confident staff would raise any issues with managers and senior leaders. They encouraged openness and transparency within the staff team and encouraged staff to speak up and raise concerns during supervision meetings. Staff confirmed they were reminded of being able to raise concerns during meetings or supervisions. Staff were aware of the whistleblowing policy and who to contact.

A whistle blowing policy was in place and was accessible around the service for people and staff to access.

The senior team told us how they promoted workforce diversity and had systems to support any protected characteristics staff may have. Staff spoken with were positive about the support they received and gave examples of when additional support had been given to meet their individual circumstances. One staff member told us about the support they had been given for their personal circumstances, “The service has been really supportive to me. I had a personal situation, and the management team went above and beyond for me, I’m truly grateful”

The provider had policies and procedures in place regarding equality, diversity and inclusion. Staff were provided with contracts of employment which gave them information about their rights. Training was provided for staff on equality and diversity.

Staff told us they were kept accountable when things went wrong and learning was shared amongst staff following incidents.

Improvements were needed to ensure systems to support, assess and maintain accountability, safety and governance across the service were consistently effective. For example, the provider had not identified that records relating to incidents did not always contain accurate information to demonstrate the planned actions had been completed and that notifiable events were reported to us consistently as required. This was raised with the registered manager who took action after the inspection to change record templates so that it is much clearer what action had been taken following an accident or incident. In addition, the management team were receptive to the feedback and had arranged meetings to discuss accidents and incidents and statutory notifications.

People and their relatives described how they benefited from partnership working across the service as this contributed to positive outcomes for their care and support.

The management team told us they had a strong commitment to improving the service and were open to suggestions for improvement, recognising the importance of joint working with partner agencies. Staff demonstrated they understood the value of working in partnership with professionals, people and with other staff.

There had been a recent quality improvement assessment undertaken at the service by the Local Authority and the management team worked proactively with them to ensure processes and systems continued to improve.

Effective systems were in place to ensure advice from external professionals was sought and referrals were made in a timely manner which ensured continuity of care.

The registered manager told us they worked closely with the local authority and other key stakeholders to build relationships. The registered manager was very receptive to our feedback about some of the issues we identified on inspection, such as accident and incident records and medicine management records. Staff told us they were always learning and had good support teams who helped each other.

The provider training matrix showed staff compliance with mandatory areas of training. The system enabled staff to be aware of overdue or upcoming training. Training and development was discussed in supervision meetings and recorded.