Greenhill

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 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 culture of openness and inclusiveness at the service. Managers and staff displayed a positive culture which supported a greater understanding between them. Information was communicated and shared effectively with staff through daily meetings, supervisions and regular staff meetings. Meetings held showed opportunities for all to comment and provide meaningful contributions.

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 service had a longstanding registered manager in post. They were knowledgeable about their responsibilities regarding the Health and Social Care Act 2014. They were aware of the types of significant events which they were required to notify CQC about and records showed the service had submitted notifications to CQC where required. The registered manager was supported by a deputy manager and clinical director to help drive service improvements.

People, their relatives and friends and staff all spoke positively about the management and day to day running of the service. Comments included, “[Registered manager and deputy manager] have a wealth of caring, nursing and managerial experience and are both so friendly and full of empathy and compassion”, “Relatives feel welcome to ask any questions or to share information about loved ones; it feels as though we're all working together”, “The leadership provided by [Registered manager and deputy manager] is exemplary”, and “There is an open-door policy from the management team. They do not let us [staff] struggle with anything on our own.”

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

Staff told us the registered manager and deputy manager were open to their feedback and suggestions about improving the service. The registered manager held regular meetings for staff to attend. These provided an opportunity for staff to discuss people’s changing needs and improvements to their care, support and within the service.

Information about how to raise concerns was displayed within the service. Records demonstrated staff were encouraged to raise any concerns during team meetings and individual meetings with their supervisor, which were followed up. People and their relatives told us management were approachable, friendly and always available to speak to.

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 ensured the home was an inclusive environment, where staff were treated equally. People were supported by staff from a diverse range of backgrounds. This included differing faiths, nationalities, ethnicities and language. Staff told us they felt supported and treated equally.

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.

A range of audits and quality monitoring systems and processes were in place to monitor and assess the quality and safety of care provided as well as the service environment. These included daily, weekly, monthly and quarterly audits conducted by the registered manager and management team and provider level audits completed by the clinical director. These helped ensure internal completed audits and checks were completed robustly.

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 service actively engaged in partnership working with external organisations, services and health and social care professionals to ensure people’s needs and risks were met and help drive service improvements. The service worked well with the local authority and their commissioners, attending regular care home forums sharing best practice with other local providers.

The provider focused on continuous learning 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.

There were systems in place for learning and improving. These included regular training for staff, staff meetings and supervisions. The registered manager discussed learning from accidents, incidents and complaints with staff. There were clear systems in place for monitoring the standards of care provided and these were used to identify any areas of improvement and lessons learned.