The Green

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. The regional head of operations shared with us the changes which had taken place since the last inspection. This included changing staff rotas which now focused more on the people who lived at The Green. Staff confirmed the changes had made a difference to peoples support and what people chose to do. One staff member told us, “The people here have a lot more control over what they do now since the changes and how they want their days to look. Some people now choose not to go day services and the new shift patterns supports this. It has been marvellous.”

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. People and relatives spoke positively about the management at The Green. One persons loved one commented, “I am 100 percent happy with the support he receives.” Staff were also positive about leaders within the home. One staff member said, “We work well as a team, and you can make suggestions and the team leaders and manager will listen to any ideas.” The regional operations manager had a good understanding of their regulatory responsibilities and had notified The Care Quality Commission (CQC) of incidents and events as required. They, and the team leaders, were receptive to feedback provided as part of this assessment.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff told us they were supported and felt confident to raise and escalate concerns. The provider had processes in place to support people, relatives, and staff to raise concerns or share ideas.

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. Discussions and feedback we had with staff demonstrated they were highly motivated and valued the leadership approach of fostering an inclusive team. Team leaders told us they developed their managerial skills with support from the leadership 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. The provider had robust systems in place to check the quality of care. Audits were carried out on a regular basis covering all aspects of care delivery. Actions from audits were recorded and followed up in a cycle of audits, actions and outcomes. People and staff were updated on changes and improvements through regular meetings. The provider worked in a way which was proactive and preventative. Good governance has led to excellent outcomes for people. One staff member told us, “I enjoy working here and I always feel like other colleagues and team leaders will support me. This has been the best place I have worked in terms of openness and communication.” Risks identified were shared with all relevant parties and measures put in place to mitigate these. The leadership team maintained excellent oversight of the service and ensured they kept on top of issues arising and actions taken.

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 to facilitate improvements. The management team understood the importance of working collaboratively with external professionals to ensure continuity of care for people. The provider had built positive working relationships with partners to network, share experiences and ideas about ways to develop and improve care provision.

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. They actively contributed to safe, effective practice and research. A ten-year plan was in place for The Green to help achieve this goal.