Glenwood Care 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 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 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 did not always show a clear and shared vision and culture based on equality, inclusion and people’s rights. For example, some parts of the environment, including the external sign showing the building as a care home, did not fully match these values or the principles of Right Support and Right Culture. The registered manager recognised this and showed they wanted to make changes; however, the external sign was part of provider decisions and discussions were still ongoing.

However, managers shared regular updates with staff to ensure they understood what was expected and what was happening. Staff said they felt informed and confident in their roles, and able to ask questions when needed. There was a focus on staff wellbeing, with staff saying they felt supported and valued. This helped create a consistent approach across the team and supported safe and effective care.

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. For example, managers were regularly present within the home and had a good understanding of both the people being supported and the staff team. They knew people well, including their needs, preferences and interests, and used this knowledge to guide and support practice. Staff described leaders as approachable and supportive. One staff member told us, “[Manager] is always helpful and I’m not worried about talking to her about anything” and another said, “[Manager] is an amazing manager, so supportive.” Leaders recognised and spoke positively about the skills and strengths of their staff team, which helped build confidence and morale. Staff told us they worked well together and one said, “We all get on really well, like a big family,” with another adding, “I love my job, I enjoy coming to work.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. For example, staff had access to individual wellness planning and practical support initiatives, which gave them opportunities to talk openly about any challenges and receive the support they needed. Staff told us they felt very confident to speak up. One staff member said, “The manager’s door is always open, I would feel very comfortable raising anything and always feel they would help find a solution, the manager is great.”

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. For example, all staff had completed equality, diversity and inclusion training, which supported their understanding of inclusive practice and respectful care. Staff told us they felt welcomed and supported within the team, including those who were new to the home. One staff member said, “Not been here very long, everyone has been so welcoming and supportive.” Leaders promoted a positive and inclusive team culture where staff worked well together and felt able to be themselves. Staff described the team as supportive and focused on delivering good outcomes, with one member of staff stating, “We all work well together, it’s about the people we support getting the best outcome for them, we all work together to do this.”

The provider had clear roles, responsibilities and systems in place to support good governance and oversight. These were used to manage and deliver safe and effective care. Information about risks, performance and outcomes was reviewed and shared appropriately to support consistent care.

For example, there were clear processes for reviewing care, supported by regular audits and defined staff responsibilities. Audits covered areas such as medicines, infection control, daily checks and mealtime experiences. Findings were reviewed and actions taken where needed, helping maintain standards and improve practice.

Managers maintained oversight of day-to-day care and regularly spent time in the home. This helped them understand what was happening and provide support where needed. They were approachable and at times worked alongside staff to ensure continuity of care. Staff described managers as supportive. One professional told us, “Paperwork was always accessible and reviewed regularly,” showing clear oversight and organisation of records. We observed managers maintaining a visible presence within the service, engaging with people and staff and demonstrating a good understanding of people's needs and the day-to-day running of the home.

The provider understood their duty to collaborate and work in partnership, to ensure services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement. For example, the home promoted links with external initiatives and programmes to support community access and wellbeing. Professionals told us they had positive and collaborative relationships with the home. One professional said the home was, “Well managed” and the registered manager, “Knows all of the clients well.” They described staff as, “Always welcoming and forthcoming with information” and “Keen to help,” and told us they were asked for their views on how the home could improve. Professionals said, “Staff know all of the people well and are able to inform of any changes to health or day to day life.”

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. For example, the registered manager welcomed feedback and inspections and used them as opportunities to learn and improve. They described a shared approach across the service, saying, “We are a great team, all want the best for people,” which helped keep staff focused on providing good care.

Learning was part of everyday practice. Feedback from people, families, staff and professionals was regularly gathered and used to make improvements. Learning was shared openly with the team so practice could improve without blame.

Staff were encouraged to reflect on their work and share ideas through supervision and team meetings. Records showed staff views were listened to and used to improve practice, helping staff feel valued and confident to speak up.