Green Lanes Projects

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 good. At this assessment the rating has remained 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 71 (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 worked to create an open, fair and inclusive culture that understood and responded to people's needs. Staff worked as team and listened to people and their relatives.

The care manager and registered manager had an open-door policy, encouraging people and staff to speak openly and share their views. They prioritised safety while respecting people’s rights. This was reflected in people’s experiences. A person told us they “had fun together with staff”. Another person spoke fondly about the Christmas dinner they had on Christmas day. A relative described the service as “homely”.

Staff demonstrated knowledge of people’s needs and confidence in carrying out their roles. A staff member described the organisational culture as “open, non-judgemental and supportive”.

Leaders at all levels were inclusive and understood the care and support they provided. They reflected the organisation’s values and culture, had the skills and experience to lead effectively, and acted with integrity, openness, and honesty.

The service was overseen by the registered manager and care manager, both of whom were actively involved and visible within the service. They were well known to people and their relatives, had a good understanding of people's needs, and ensured staff received appropriate support. A person told us they felt comfortable speaking with both managers. Relatives also described the managers as approachable and accessible, including a relative who said they were “very good, very polite, very nice” and had “no complaints”. A staff member said, “Management is fantastic, very supportive.”

Staff felt comfortable speaking up and raising concerns, which supported an open and transparent culture within the service.

Staff understood their responsibility to report concerns. They told us they felt comfortable speaking up and were confident their views would be listened to. A staff member said, “We talk openly to each other.”

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.

The provider told us staff had access to a range of benefits, including flexible working arrangements, development opportunities and pay incentives. Managers recognised and responded to staff members’ individual needs and circumstances. Staff feedback indicated they were supported in their roles and treated fairly.

The provider operated a range of quality assurance processes to monitor the service and assess the quality of care. However, these were not always effective.

The provider carried out regular audits of care and operational systems. However, these audits had not identified the concerns we found regarding the management and administration of some people's medicines. Following the assessment, the provider submitted a clear action plan detailing the actions they had taken to address the concerns identified and the improvements they planned to make to strengthen their quality assurance processes.

Managers and staff had clear roles and responsibilities. They acted promptly to address concerns and maintain good-quality care. There was a clear and up-to-date Business Continuity Plan to guide staff in the event of service disruption. The provider also sought to improve governance arrangements. At the time of the assessment, the service was moving from paper-based care records to an electronic system to improve accessibility and strengthen information security.

The provider understood their duty to collaborate and work in partnership, helping to ensure joined-up services for people. They shared information and learning with partners, including local authorities, to support improvement.

We reviewed evidence of partnership working, including clear records of engagement with health and social care professionals, demonstrating a coordinated approach to meeting people’s needs and improving care.

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.

The provider had developed a service improvement plan covering areas such as human resources, staff training and building improvements, which helped them identify issues, take action to address them and monitor results. They regularly sought feedback from people, relatives and staff and used this to develop the service. They took the concerns identified during the assessment seriously and implemented remedial actions promptly. These approaches demonstrated a culture of continuous learning and improvement.