Greenacres 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

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. This is the first assessment for this service. This key question has been rated 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.

The provider and registered manager had established an open and responsive culture, with a focus on providing good quality care. The provider told us they aimed to provide a comfortable and ‘family like’ environment for people to live in. The provider’s values including dignity and respect for everyone were displayed in the service.

People told us they felt the service was ‘homely’, ‘comfortable’ and ‘a happy place’ to live. They and their relatives consistently told us they felt involved in whatever was happening in the service. Relatives were equally positive about the culture in the service. One relative said, “It’s a happy place, homely with a warm atmosphere.”

Staff understood the vision and values of the service. They told us there was a positive team culture in which everyone worked hard for the benefit of the people who lived there.

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 provider visited regularly to maintain oversight of the service; people and staff knew them and felt able to speak with them about any issues. The registered manager was visible within the service and worked alongside staff to make sure good standards were maintained and act as role model.

People and their relatives were complimentary about the leadership within the service. One person pointed at the registered manager across the lounge and said, “There’s the boss, she’s lovely.” A relative told us, “[Registered manager] is entirely supportive; she is efficient and well organised. The home is well run.” Staff were equally complimentary about the supportive approach of the registered manager. A staff member told us, “[Registered manager] is very good, she always makes time for you.”

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

Staff described the registered manager and senior staff as approachable and said they were comfortable to raise any issues or concerns with them. They told us they had confidence that any concerns they had would be dealt with quickly. A member of staff said, “[Registered manager] is open to any issues and responds straight away.”

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 completed equality and diversity training and understood the importance of treating people and their colleagues with respect. There was a diverse staff team with different cultures and backgrounds, and staff described an inclusive work culture where everyone worked well as a team.

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.

Systems were in place for the governance, management and oversight of the service. Audits were completed for areas such as infection prevention and control, care planning and medicines. Action was taken where shortfalls were identified. The registered manager told us the provider was supportive with service oversight and improvements.

An electronic recording system had been introduced into the service with the aim of improving documentation and oversight of the service. The registered manager told us they were currently reviewing the effectiveness of the system to ensure it met all the service needs.

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.

The registered manager and staff promoted a holistic approach to people’s care by working in partnership with people, their relatives and external agencies. Staff described positive working relationships with local health and social care professionals; people and their relatives confirmed this.

The registered manager and staff encouraged community participation through the use of local social activity groups, and local services such as hairdressers and places of worship.

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.

The provider and registered manager demonstrated a commitment to learning and development within the service. Links had been made with a local adult social care support organisation where good practice and learning was shared between care services. Staff told us how they had learned about different ways to support people at night, which when implemented had proved beneficial in improving some people’s sleep patterns.

The introduction of staff, ‘champion’ roles increased the opportunities for team learning and development by providing expertise and support for the staff team. Although the service needed to further embed these roles, early review had indicated a positive impact for people’s care and support.

The provider and registered manager responded positively to feedback from ourselves and other external agencies and had taken action to improve aspects of the service the feedback had highlighted as needing.