Glencairn Residential Home

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 requires improvement. At this assessment the rating has changed to good. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care.

The provider was previously in breach of the legal regulations in relation to good governance. Improvements were found at this assessment and the provider was no longer in breach of this regulation.

This service scored 71 (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 provider had reviewed and rewritten their values and staff were familiar with them and worked according to them. There were strong leaders, a newly registered manager and deputy who ran the service and the nominated individual were all available to staff and people and supported them well.

Having a permanent registered manager and deputy manager in post had strengthened the culture in the service. It had taken more than a year to recruit to the managers post and though covered by an interim post holder, the stability provided by the permanent team was invaluable.

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.

There was a clear staffing structure within which leaders at different levels provided support. Senior care staff provided assistance and guidance to care assistants and received support from the deputy and registered managers. This meant care staff had staff they were familiar with and worked alongside of as their first contact should they have a problem.
We received very positive feedback about the management team at Glencairn Residential Home. This included, “The Home is being managed much better than it was before. The [registered] manager is very approachable.” And “[Registered manager] is very pleasant. I could see the changes when they started. For example, they began to personalise things for residents and they involved [people] more. Also, carers and families.” And “Registered manager is excellent. All the senior staff are approachable.”
The provider ensured staff and the management team completed training appropriate to their level of seniority so they could support the team appropriately.

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.

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.

There was a range of audits completed which gave clear oversight of the service. At our last assessment there was a single month of audits partially completed, at this inspection, new audits were completed and identified actions taken. These were embedded into practice and the responsibility of completion was shared between the management team and heads of departments.

Areas audited included call bell timings, care plans, medicines and infection prevention and control. These were complimented by a registered manager ‘walkaround’ that happened each week.

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.

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.

Since our first inspection under the current provider, the service has improved significantly. It had taken a long time but they had learned from previous practice and improved.

The registered manager and nominated individual told us they ensured learning was taken when errors, accidents or incidents took place by using them as case studies in staff meetings. They encouraged staff to work through the cases and learn how best they could prevent them or manage them should they reoccur.

The provider also maintained logs of accidents, incidents and safeguarding concerns. Using these they looked for themes and patterns in events to enable them to prevent future incidents.