Glenfield Woodlands 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 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 regulation 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 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 had developed a positive and inclusive culture at the service. People using the service, staff and relatives were happy with the way the service was managed and run. Staff understood the values and visions of the organisation. Comments from staff included, “I love it, talking to people, making their day a bit better and making a difference. If you can make them smile, then it's worthwhile.” The registered manager told us they were proud of the staff and the overall care.They told us, “We want this to be a happy home that’s warm and welcoming. We want people to come in and it feel like home, smell a home cooked dinner and be a secure happy place.”

The provider had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support, they 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. The registered manager and provider had made several improvements to the running of the service. People, staff and professionals were complimentary about the registered manager. Their comments included,“[Manager] is very open and honest, and when asked to develop some areas always does so.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Procedures were in place for staff to speak up if they had any concerns. Staff were aware of the whistleblowing procedure and said they had regular meetings which gave them the opportunity to voice their opinions. One staff member told us, ““We are always free to speak up and our views are listened to.”

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. The management team ensured staff were treated with respect and were included. Staff and the registered manager gave examples of where reasonable adjustments had been made to support staff.

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. The registered manager and provider had good oversight and knowledge of the service. There was a range of quality monitoring and auditing in place. This included regular meetings and oversight throughout the management of the home. The provider and registered manager were fully aware of their legal responsibility to be open and honest when things went wrong. The registered manager told us they believed in transparency and took any mistakes as opportunities to develop and learn. There was a positive approach to continuous improvement and development.

Staff at the service understood their duty to collaborate and work in partnership, so services work seamlessly for people. They shared information and learning with partners and collaborated for improvement. Staff and leaders ensured people received holistic and seamless support which met their needs.

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. The provider was committed to constantly driving improvements and looked for innovative ways to refine practice. There was evidence of positive changes that had been made to the service to make improvements since our last inspection. External quality assurance arrangements were in place to monitor the internal governance systems. One staff member told us, “We always talk to each other and are given any information needed. We all get on well. It’s very well-managed.”