Glen Arun 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 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 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 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 service had a positive culture that was open and friendly. Staff at all levels were approachable and keen to talk about their work. Staff described working as a team, feeling able to speak up and raise concerns, and focused on dignity, independence and good communication. They demonstrated a strong level of commitment, dedication and were very proud to work at the service. They told us Glen Arun Care Home was a “No pressure environment to work in.”

Through observation and conversations with the provider and the deputy manager, it was evident that they wanted to provide a good quality and person-centred service. They placed high value on the wellbeing of people and their staff team. Throughout the inspection the deputy manager demonstrated a good knowledge of the people living at Glen Arun Care Home, showing they had taken time to get to know them all individually. Staff spoke highly of the deputy manager, describing them as, “conscientious,” “approachable,” “easy to talk to,” and, “wants everything to be good.”

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.

At the time of the assessment the registered manager was away from the service on long-term leave. The service was being managed by the deputy manager. There were systems in place to ensure the deputy manager understood their roles and responsibilities in deputising for the registered manager and managing the service. During our visit to Glen Arun Care Home we met with the provider. The provider told us about the support systems in place for the deputy manager and how they valued their staff. Staff told us that the provider visited the home regularly and spoke highly of them.

The deputy manager promoted an inclusive culture at the service. Staff spoke highly of the deputy manager. Staff told us they were able to make suggestions, and they felt listened to.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

Processes were in place to allow staff the opportunity to speak up if they felt it was needed. There was a whistleblowing policy in place which staff were aware of. Staff told us they felt comfortable raising concerns and said they would go to the deputy manager or a senior staff member if they had any worries. They had confidence the deputy manager would deal with any concerns raised. Staff were proud of the service and the care they provided.

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.

Staff said they enjoyed working at Glen Arun Care Home and would recommend it as a place to work. There was a strong ethos at the service of treating people as individuals, this extended to the workforce as well. Staff received training in equality and diversity.

Staff spoke highly of the support they received from the management. Staff did not raise any concerns regarding how they were treated.

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.

At the time of the assessment the registered manager was away from the service on long-term leave. The service was being managed by the deputy manager. This management structure provided clear lines of responsibility and accountability. The deputy manager was motivated and committed to providing a service that was person-centred and put people firmly at the centre of all they did.

The deputy manager was knowledgeable about their responsibilities regarding the Health and Social Care Act 2014. They were aware of the types of significant events which they were required to notify CQC about. The deputy manager had good oversight of the service. They undertook regular audits to ensure good quality of care. They understood the management responsibilities to raise concerns, record safety incidents, concerns and near misses, and report these internally and externally as necessary.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement.

The deputy manager told us they worked in partnership with other organisations. This included a variety of health and social care professionals. All feedback received was positive.

Staff worked together to enable learning. They participated in external training courses to further develop their knowledge. They worked with external professionals including dentists, opticians, community matrons, GPs and pharmacists.

Staff told us they liked working at Glen Arun Care Home, they spoke of high morale and good teamwork.

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.

The deputy manager had clear oversight of accidents and incidents. They discussed learning from accidents, incidents and complaints with staff. They regularly undertook audits of these to ensure any trends or patterns were identified and addressed.

There were systems in place to aid staff with learning. These included regular training sessions for staff, meetings and staff supervisions. People and their relatives had opportunities to feedback their views about the service and quality of the care they received. There was a service improvement plan which was regularly reviewed and updated.