Green Trees 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.

At our last assessment, we rated this key question requires improvement. At this assessment, the rating is 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 promoted a positive and inclusive culture in which people, relatives and staff were treated with respect and encouraged to share their views. Managers were visible and approachable, and staff understood the importance of providing care that reflected people’s individual needs and preferences.

Relatives described a warm and welcoming atmosphere and felt confident raising any concerns with the management team. One relative told us, “The manager is always available and very helpful. The thing we love is the friendliness of the residents and the staff which creates a really warm atmosphere.” This demonstrated that the provider’s values were reflected in people’s day-to-day experiences.

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 new registered manager made a number of improvements since starting at the service. Care staff told us that they were included in the changes implemented and that this had made a positive impact on their work. A care staff said, “[Registered Manager] is a very good manager, she really listens and has made so many positive changes. Green Tress is a great place to work. I love working here.”

The provider fostered a positive and open culture where people and staff felt able to speak up and were confident their views would be heard. Staff told us the registered manager was approachable, visible and available when they needed support or wished to raise concerns.

They felt their contributions were valued and that managers listened and responded appropriately. One care staff member said, “We have regular meetings to discuss any issues, but I can go to [registered manager] anytime and she will always make time to listen. [Registered Manager] is a great manager.” This helped promote trust, open communication and shared responsibility for improving the service.

The provider promoted an inclusive working environment where staff felt respected, valued and able to contribute to the development of the service. Staff told us managers were approachable, listened to their views and encouraged open communication. They had regular opportunities through team meetings, supervision and informal discussions to raise concerns, share ideas and discuss any support they needed.

Staff felt they were treated fairly and were able to speak openly about matters affecting their work. Managers provided guidance and support when this was required, which helped staff feel included and confident in their roles. This supported a positive workplace culture where staff could contribute to delivering consistent, person-centred care.

The provider had systems to monitor the quality and safety of the service and to identify where improvements were needed. Managers completed audits and checks, reviewed records and monitored incidents, complaints and feedback. Action was taken when shortfalls were identified, and staff were given guidance or additional support where required.

The registered manager had oversight of the service and understood their responsibilities. Staff knew their roles and were able to access support from managers when needed. Information was shared through meetings, supervision and day-to-day communication, which helped maintain consistent practice.

The provider also considered the ongoing stability of the service, including staffing, training and resources. This supported the effective management of the service and helped ensure people continued to receive safe, person-centred care.

The provider worked in partnership with health and social care professionals, relatives and community organisations to support people’s needs and wellbeing. Staff shared relevant information, followed professional guidance and made referrals when additional advice or support was required.

The service maintained links with local groups and organisations so people could take part in activities and opportunities that reflected their interests, beliefs and preferences. This included visits from local faith and community groups. These partnerships helped people remain connected to their community and supported coordinated, person-centred care.

The provider promoted learning and improvement across the service. Managers reviewed incidents, complaints, feedback and audit findings to identify where changes were needed. Learning was shared with staff through meetings, supervision and day-to-day discussions, and additional guidance or training was provided where required.

Staff were encouraged to reflect on their practice and contribute ideas about how the service could improve. The provider used feedback from people, relatives and staff to inform changes and support the ongoing development of care. This helped create a culture where improvements were identified, implemented and reviewed to support better outcomes for people.

One relative told us, “Things have really improved since [new registered manager] became manager.”