Gencare Care Home

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

The rating has improved from requires improvement to good during this assessment. Governance systems were in place to help monitor aspects of the service so that the quality of care provided could be continuously assessed and monitored. There was a positive culture based on meeting people’s individual needs. Management had oversight of the home and promoted communication and openness. Staff spoke positively about management of the home and felt able to speak up. Management sought feedback from people and relatives. They worked in partnership with others to assess, monitor and improve the quality of the service.

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.

Staff spoke positively about working at the home. They understood the values of the organisation and had sufficient information about these values.

The provider’s values and objective were an integral part of the work they undertook and formed a basis for providing quality care and support. The culture at the service reflected the visions and values of the organisation and best practice. Staff provided personalised care which met people's individual needs. Staff undertook a range of training and had used this to help ensure procedures were followed and there was good quality care. There were regular meetings so staff could share their experiences and learn together.

Staff spoke positively about the manager and said they felt well supported. A member of staff told us, “We have recently got a new manager. She is lovely.” Another member of staff said, “Management are really good.” The manager emphasised their commitment to making further improvements in the home and providing high quality care which supported people to live fulfilling lives.

Regular meetings between management and staff provided them with an opportunity to discuss the running of the home and people's individual support needs. The home operated in an open and transparent way. There was an open-door policy where the manager was available for people, relatives and staff when they were needed. There were effective systems in place to support this.

Staff told us they knew how to speak up if they had concerns or something went wrong. They felt the manager and the organisation supported them and listened to them. A member of staff told us, “Support from management is excellent. Management are very responsive. I can reach them and they respond. They are absolutely brilliant.”

Management operated an open-door policy and welcomed feedback from staff. Staff were able to discuss issues at one to one meetings and team meetings. There were procedures for responding to concerns and to support staff to feel confident speaking up. Systems were in place for staff to raise anonymous concerns.

Staff spoke positively about working in the home and said their diversity needs were met. A member of staff told us, “I am grateful for the support [management] have provided. They have really boosted my confidence. They have showed me so much support.” Staff were supported with flexible working conditions, felt discrimination was challenged and had opportunities to celebrate their diversity.

The provider had systems to help ensure staff were treated well and make sure they had opportunities. They had policies and procedures for workforce equality, diversity and inclusion. These were implemented through recruitment practices, training, and support for staff.

Management were able to demonstrate how they had made improvements to systems in the home since the last inspection. They had reviewed and implemented a new care planning system. They had also reviewed and introduced new format comprehensive risk assessments. They had also implemented further policies and computerised care and record keeping systems. A clear management structure was in place. Staff had clear roles and responsibilities and were well informed of their roles and reporting arrangements. Staff spoke positively about the management of the service.

Appropriate systems were in place to help promote good governance. The provider's policies and procedures reflected legislation and good practice guidance. Audits and checks were carried out to monitor the running and efficiency of the service. The aim of these were to identify deficiencies and help drive improvements. Audits and checks were carried out by management and included checks on MARs, care plans and daily log notes.

The service was open to feedback and actioned input from other professionals.

Effective systems were in place to help encourage good working relationships with community health care teams and the local authorities. These relationships helped to support people to receive joined up care.

The manager told us they were committed to the continuous improvement of the home and emphasised the importance of promoting a culture of learning and development within the home.

Management undertook a range of audits to monitor the quality of care and support provided at the home. Processes enabled the service to use information from audits, feedback and care plan reviews to make positive changes and improvements to the running of the home.