Greenacres

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• 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

We received positive feedback from people, relatives, staff and partners in the leadership of the service. There was a clear governance system in place which provided oversight of risk and quality. The provider had a schedule of quality assurance systems in place to support them to review and assess the service delivery. The provider maintained oversight with regular provider visits and provider level audits. Any identified shortfalls were addressed and acted upon.

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.

We did not look at Shared direction and culture during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Capable, compassionate and inclusive leaders during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Freedom to speak up during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Workforce equality, diversity and inclusion during this assessment. The score for this quality statement is based on the previous rating for Well-led.

Staff told us they enjoyed working at Greenacres and felt supported and kept well informed by the senior leadership team to safely fulfil their role. They told us, “We have a staff meeting every 3 months and everyday there is an update from team leaders on what is going on with everyone,” and “We are very lucky to have our deputy, he holds everything together. The regional support manager is like a walking encyclopaedia, always there to explain things, which makes me feel safe. Both of these managers are kind but firm.” Staff told us they felt valued for the work they did, “The deputy and regional support manager are very supportive and make me feel appreciated and valued.” Others said, “I feel valued by them [managers] for the work I do, they always pass on any compliments to me and to the team general.” Staff also told us there was an open and transparent culture, “I am not afraid to admit to a mistake because I will always get an informative response the response [from managers], there is no blame, I feel secure in the management team.” People who lived in Greenacres told us the management team engaged with them and the service was well managed, “Yes indeed it is well managed. I mean I don’t really know who’s behind it all, but as far as I can tell, they are brilliant,” and “Yes, it’s excellent. I don’t have any reason to believe otherwise.” Staff said they felt their views were listened to, “I had a meeting earlier on today with a carer. It was a two way conversation which is great. It has to be a partnership and it certainly is. The guys in the office always respond to queries and emails.” Health care professionals told us, “The management team are engaging well with us. We meet monthly with the service and give them an update on their attendances [to local hospital emergency department] and whether they’ve used the Urgent Community Response team and virtual ward. They’ve engaged with it and it’s also their opportunity to feedback any experiences they’ve had.”

There was no registered manager in post at the time of this assessment. A newly appointed manager, with prior experience as a registered manager, came into post the week following this assessment. It is their intention to make a registered manager application once they complete their probationary period. In order avoid disruption to the service provision during the period when Greenacres was without a registered manager, the district and regional managers spent time at Greenacres every week to support the deputy manager. Governance processes were effective and helped to hold staff to account, keep people safe, protect people's rights and provide good quality care and support. There were a series of quality assurance systems and audits in place to review the performance of the service, including those done by the district manager which made observations on personal care delivery, staff approach, privacy and dignity, mealtime experience, personal plan audits. We saw that where outstanding actions were identified, these were addressed. For example, the May 2024 audit showed as complete actions from the previous audit, including an incomplete Mental Capacity assessment, and ensuring hospital passports were in place for each service user. The provider maintained a serious incidents log which included events such as those investigated by the coroner, and others which resulted in ‘incident has activated the location’s business continuity plan,’ and wider incidents such as diarrhoea and vomiting bug, influenza diagnosis, and a service user hitting out at staff. There was an extreme (hot) weather warning on the assessment day and we saw that actions were taken in response to this and in accordance with the guidance contained in the business continuity plan.

We did not look at Partnerships and communities during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Learning, improvement and innovation during this assessment. The score for this quality statement is based on the previous rating for Well-led.