Green Lanes Projects Limited

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 service 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 people’s needs .

Staff at all levels understood the shared vision of supporting people to achieve their goals and keep them safe from avoidable harm. Staff told us of the importance of listening to people and acting on feedback, stating they felt fully supported by the registered manager to do so. Comments from staff included: “Working at Green Lanes Projects Limited is very rewarding. The team is supportive, and the atmosphere is caring and inclusive. There’s a strong focus on person-centred care, and staff are encouraged to bring new ideas to improve service delivery”, “We place the people we support at the heart of everything we do” and “We are all making a big difference to the individuals we support, making their lives fulfilled and happy.”
 

The service cared about and promoted the wellbeing of their staff and supported and enabled staff to deliver person-centred care.

The provider had structures and policies to support workforce well-being and enablement. Posters for access to mental health support and self-guided tools available to staff were displayed on notice boards at the provider’s office, including details of how to contact the appointed mental health first aider.

Staff felt the registered manager and provider supported them to develop their skills and set development goals. Staff spoke of the positive impact this ethos had on the care of people they supported: “The organisation’s focus on treating service users well, with no instances of abuse or neglect, aligns with my values and makes me feel part of a meaningful mission. The organisation recognises and rewards dedication. Being part of a team that prioritises both service users and staff well-being makes every day fulfilling” and “I find my job very rewarding when the people I support achieve their goals which I wouldn't be able to help them do without the support, training, guidance from Green Lanes Projects Limited.”

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

Staff knew how to raise concerns and access support. There were clear procedures for regular team meetings. Staff consistently told us they felt able to discuss their concerns, views and ideas with the registered manager.

Green Lanes Projects Limited had policies and procedures to support staff in speaking up and raising concerns. This included up to date policies in relation to safeguarding and whistleblowing.

The service valued diversity in their workforce. They work towards an inclusive and fair culture by improving equality and equity for people who work for them.

Policies and procedures incorporated all aspects of recruitment and staffing and included retention plans, equality, diversity, fairness and protected characteristics. Support and reasonable adjustments were made for staff as and when needed.

Other resources were available to assist staff with their physical and mental health. Staff told us differences were celebrated, “Green Lanes Projects is an inclusive organisation. It has been able to offer sponsorship to employees, which helps the organisation to employ the right individuals from different backgrounds” and “Working with staff from a mix of backgrounds with different life experiences has helped us being culture and differences to life for people we support, a big favourite is ‘food from around the world’ celebrations.”
 

The service 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.

There were a range of audits, analysis and checks within the service, which supported safety and quality. Risks to people's safety were well managed and monitored. Audits of people’s individual health demonstrated follow up actions were taken to enhance people’s wellbeing with appropriate referrals made to professionals who could provide specialist support. A health and social care professional told us, “The service is well run and organised, it meets the individual care and support needs of each person along with supporting to maintain the holistic support with family and carer relationships. The support staff are all trained to the expected standard and have a good leadership team.”
 

The service understood their duty to collaborate and work in partnership, so services work seamlessly for people. They share information and learning with partners and collaborate for improvement.

The registered manager told us about the ways in which they were continually looking to improve the service which included providing monthly feedback to people, their relatives and partners. The service continually sought to engage with people and improve outcomes. Feedback from staff included, “We do feel like we are part of the community, we get recognised wherever we go.” , “The company's values are reflected in its collaborative work with the families of those we support.” And, “The service is always evolving, after a near miss or an activity that didn’t go as planned, we learn and reflect and speak to the person about what we can do differently for it to be better next time, just staying home and not being part of our community is not an option.”

The service 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 contribute to safe, effective practice and research.

There were processes to ensure that learning happened when things went wrong. Staff told us the ethos of the service is collective problem-solving to improve outcomes for people and enable them to live their best lives. Comments included, “People are regularly asked for feedback. For example, one resident expressed a desire to be more involved in meal planning, and now they help with weekly menus and even participate in cooking sessions. They told staff this made them feel more valued and independent” and “I’m proud to be part of a team that prioritizes dignity, independence, and respect.”