Greenwich Gardens and Key 2 Care Leicester

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 registered service. This key question has been rated 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.

A relative described the service as, “An excellent company with well trained staff who are kind and supportive.”

Leaders set a clear vision and positive culture. A mission statement, vision and values were in place. Managers were clear on the standards they expected, and team meeting minutes showed they set out where standards needed to improve and how they expected staff to act which included challenging poor practice where they saw it. Staff were clear on what was expected of them and told us they would raise any concerns with management if required.

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.

Leaders were compassionate and inclusive. Leaders monitored the service and took action to continually improve the service with a focus on responding to feedback from people who use services and staff. Team meetings showed clear communication between management and staff.

Many staff spoke positively about the culture and leadership, though some identified leadership gaps. A staff member commented, ‘Management are approachable and supportive.’ Another staff member commented, ‘The office team we have are wonderful. Very knowledgeable and dedicated.’ However other staff noted that there was not currently a registered manager at the service. The provider was recruiting for a manager but had not been successful at the time of this assessment.

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

People felt able to speak up and raise concerns. Staff were confident raising issues with management and felt they would be acted upon. A whistleblowing policy was in place and information included in the employee handbook.

Staff felt able to raise concerns and use whistleblowing processes. A staff member commented, ‘I would feel comfortable raising concerns and I believe they would listen.’ Another staff member commented, ‘If I didn't feel comfortable to raise the issue internally, I would raise the issue with an outside source such as CQC.’

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.

Policies were in place to support workforce equality.

Staff feedback indicated the provider supported learning and development. Staff told us they had access to training, supervision and guidance from senior staff which helped them improve their practice. Some staff described being supported to progress within the organisation and said managers encouraged their professional development and confidence in their roles.

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.

Governance and management systems were in place. Clear governance processes were in place, and audits were completed to monitor the service. A service improvement action plan was in place to monitor actions taken in response to any identified issues. Notifications were made to the CQC as required. A registered manager was not currently in place but recruitment was taking place. Office staff and an operations director were available to support staff.

A range of policies were in place regarding information governance and the use of information. A business continuity plan was in place.

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 worked in partnership with others for people’s benefit. Processes were in place to ensure suitable referrals to other community partners and agencies had been appropriately followed by staff.

A professional commented, ‘Sanctuary Supported Living works in partnership with Key 2 Care at Greenwich Gardens to support residents in meeting their housing and care needs. Regular communication takes place through partnership meetings, during which updates regarding residents and service delivery are shared.

The partnership arrangements are effective, and there are established processes in place to facilitate information sharing between services. There have been isolated instances where changes in a resident's circumstances were not communicated promptly. These concerns were raised with the provider, and improvements in communication have subsequently been observed.

Based on observations and routine engagement with residents and staff, individuals are treated with dignity and respect. Residents are provided with information regarding office opening hours and arrangements for accessing support outside of normal working hours.

At the time of this feedback, no significant concerns have been identified regarding the service provided by Key 2 Care. Collaborative working relationships are established and contribute to supporting positive outcomes for residents.’

The provider focused on continuous learning and improvement across the organisation.

The service was committed to continuous learning and improvement. Staff completed a range of audits and areas for improvement were discussed at team meetings and through staff supervisions and appraisals. Feedback from surveys had led to improvement regarding guidance to people on how they could access their care records.