Lime Tree Gardens

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.

There was a positive culture in the service which focused on effective care and support for people. Staff spoke highly of the registered manager and how their supportive leadership and their commitment to both people they supported and staff. Staff were positive about how the team engaged in helping people live their best lives. A staff member said, “The registered manager is very approachable, there are staff meetings every month we share a lot and can discuss our concerns. We are comfortable to share things in an open and honest way.”

Managers ensured staff received training, support and access to policies, procedures and systems, to help them provide person-centred care. They used audits and checks, supervision and staff team meetings to make sure staff understood how the provider’s values should be achieved through their working practices.

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 registered manger and deputy manager were passionate and committed to ensuring that people at the service received high quality, safe care. They were experienced and undertook continuous learning and development to maintain their skills and knowledge.

The registered manager and deputy manager had long‑standing knowledge of the service and the people living there. Staff described the managers as responsive, available and committed to ensuring the service operated safely and effectively. Staff had trust and confidence in the registered manager and the deputy manager. We observed the registered manager engaging directly with people and staff, reinforcing their visibility in daily practice in a natural way.

The registered manager said they were very well supported by area manager who regularly visited the service to offer them advice, supervision and training where needed. The provider also had regular managers meetings which enabled the registered manager to share ideas and seek support and learning from other managers in the organisation.

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

Staff were encouraged and supported to speak up if they had any concerns. They were supported to have their say and make suggestions for improvements through regular individual supervision and group meetings with the manager. A staff member we spoke with said, “I understand about whistle blowing, and if needed I know the process and pathway to whistle blowing.”

The registered manager said, “Staff know they can go to my manager; she comes to the service and speaks to the team. We also have coffee mornings for other registered managers to come visit and chat to staff, we ensure staff know it’s their right and we have nothing to hide.”

Relatives ofpeople living in the home were comfortable raising any concerns they might have with the managers and felt their views were acted on.

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 were valued, supported by the manager who treated them equally and fairly.

A member of staff told us, “We appreciate each other’s cultures and religions. We are very openminded and support people and each other in their chosen preferences including sexual and religious needs.”

The registered manager understood the importance of having a fair and inclusive workplace environment for staff to work in. For example, staff had opportunities for career progression and to lead in roles, for example medicines. They also were supported with relevant training and supervision to increase their knowledge and understanding of equality, inclusivity and fairness in the workplace.

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 registered manager carried out a range of audits including an audit which reviewed the environment, health and safety, staffing, complaints and safeguarding. Feedback was obtained from people living at the home and their relatives. Action plans were developed following the audit process and were reviewed and updated. The provider had systems to ensure people’s personal information was managed securely in line with current legislation.

The registered manager understood and demonstrated compliance with regulatory requirements. They also understood their responsibility to provide information, suitable support and to apply duty of candour where appropriate.

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 provider’s processes promoted andmaintainedgood working relationships with other healthcare services to provide integrated care that met people’s support needs and enabled themto keephealthy. Staff reported any health care concernsto the onsite clinical team,and management team.They also supported people to access community-based health care professionals, such asdentists and to refer themselves to health care services, such as their GP, tomaintainand promote continuing independence through joined up healthcare.

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.