Glenwood Care Home

On this page

• Overview
• Person-centred Care
• Care provision, Integration and continuity
• Providing Information
• Listening to and involving people
• Equity in access
• Equity in experiences and outcomes
• Planning for the future

Responsive – this means we looked for evidence the provider met people’s needs.

At our last assessment we rated this key question good. At this assessment the rating has remained good.

This meant people’s needs were met through good organisation and delivery.

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 made sure people were at the centre of their care and treatment choices and they decided, in partnership with people, how to respond to any relevant changes in people’s needs. For example, support plans showed a strong focus on understanding each person as an individual, going beyond care needs to improve lifestyle and emotional wellbeing. Personal profiles included likes, dislikes, interests, routines and personality, helping staff provide care which reflected each person’s identity.

Staff adapted routines and activities based on how people felt physically and emotionally, keeping support responsive and person led. This approach helped people feel more confident and more in control of their daily lives, reducing anxiety and improving wellbeing. Staff supported people to maintain and strengthen relationships with family, encouraging regular contact and involvement. Families described being kept involved and welcomed into the home. Feedback from external professionals was consistently positive. One professional said they had no concerns about the care provided and described the home as welcoming, clean and well maintained. They said staff were friendly, knowledgeable and gave meaningful updates about people’s daily lives. They observed people were happy, relaxed and comfortable, and regularly supported to take part in activities and trips which reflected their interests. Relatives described people becoming “A lot brighter” and more engaged, showing improved mood and increased involvement in daily life.

The provider understood the diverse health and care needs of people and their local communities, so care was joined-up, flexible and supported choice and continuity. For example, support plans gave clear guidance for staff, so care was delivered in a consistent way. Plans were updated when people’s needs changed, helping keep care safe and continuous. Guidance from professionals was included and followed in practice, helping make sure support stayed safe and effective. Information was shared well between staff, families and professionals, so care remained coordinated. Consistent staffing meant staff knew people well, which helped provide stable, reliable support.

The provider supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs. For example, families said staff shared regular updates about health, wellbeing and daily life. One relative said they were, “Kept informed about everything,” while others described being updated after appointments and changes in care. Staff shared clear information with professionals, who said updates were helpful and accurate. Care plans included guidance on communication needs, helping staff share information in ways people could understand, including verbal and non-verbal communication.

The provider made it easy for people to share feedback and ideas, or raise complaints about their care, treatment and support. Staff involved people in decisions about their care and told them what had changed as a result. For example, staff spent time getting to know people and involved them throughout the day, offering choices and responding to how they felt. Families said they were involved in decisions and kept informed. One relative said, “Yes, we were at a meeting this week. They do ask for our opinion,” while others said they felt able to share their views about care. The registered manager was described as approachable and available, with an open-door culture. Staff and families said they felt comfortable raising concerns or sharing feedback and felt listened to when they did. Families said concerns were acted on quickly, helping build trust and confidence in the home.

The provider made sure people could access the care, support and treatment they needed when they needed it. For example, observations and records showed communication was adapted to meet individual needs. Staff used clear and simple language, repetition and gave people time to respond, helping them stay involved and understood. People had opportunities to access activities, hobbies and community outings, with support planned in a safe and personalised way.

Staff and leaders actively listened to information about people who were most likely to experience inequality in experience or outcomes and tailored their care, support and treatment in response to this. For example, people were supported to access health services such as GP and dental appointments, as well as maintain everyday routines like visiting their own hairdressers and barbers. People with specific health or dietary needs were supported to take part in social activities, including eating out. Staff built relationships with local restaurants, so needs were understood and met.

People were supported to plan for important life changes, so they could have enough time to make informed decisions about their future, including at the end of their life. For example, care plans recorded people’s wishes for future care, helping staff understand and follow these in daily support. Plans included personal goals and aspirations, supporting people to develop skills, interests and independence over time. Families were involved in reviews and decisions, helping make sure plans reflected what was important to each person.