Green Lane Care Centre

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 newly registeredservice. This key question has been ratedgood.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 home manager was clear on what safe and high-quality care looked. They knew about people's needs and preferences, and how to support staff to deliver care to people that was centred around their needs and preferences.

There were systems and processes in place to support the managers and the staff team. The management structure at the service and the wider organisation ensured the provider had good oversight of the service. Team meetings happened regularly and relevant issues around culture at the service were discussed and teamwork was promoted.

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.

Feedback received from people, relatives, staff and healthcare professionals was overwhelmingly positive about the management team and home manager, who were described as visible, responsive and compassionate. A relative said, “The managers are both great too; they are empathetic and caring and look out not only for[person]but for me too. This home is brilliant. ”When we asked a person about their views about the home manager they told us, “That’s a good man, he’s great.”

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

Staff told us they felt well supported by the managers and they were approachable. Their comments included, “The management is very supportive.” Staff could share their views during team meetings, surveys and supervisions, although we found some supervision records did not always record staff’s voice.

There was a whistleblowing policy in place at the service and staff were confident to use it.

The management team told us they had an open door policy.

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 management team told us about how proud they were of their diverse workforce and how they worked with staff to support them to balance their work and personal responsibilities.

Staff received adequate training and supervision to ensure they knew and understood how to apply the principles 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 quality assurance processes in place were mostly effective in identifying issues and driving improvements.

The provider was seeking feedback from people, relatives, staff and healthcare professionals, in the management and improvement of the service.

CCTV was used in communal areas. There were appropriate policies and procedures in place in relation to this.

The provider understood their obligations for submitting notifications to CQC, as required by law.

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.

Feedback we received from healthcare professionals indicated the provider worked collaboratively with relevant stakeholders to meet the needs of people. The management team gave us several examples their effective work with various external health and social care professionals.

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 service had a good learning culture. Incidents and near misses were reviewed by the management team to ensure lessons were learnt and these were shared during staff meetings. Quality audits were reviewed and acted upon.

The management team were very responsive to our assessment findings and feedback they acted or told us the actions they would take in response of our feedback.