The Glen 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 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.

Staff received training in equality and diversity. They understood about equality and diversity and wanted to provide compassionate care.We observed staff demonstrating respect for each other and the people they were supporting.

The registered manager told us, “We have a very strong emphasis on this being a person’s home. We want it to be like a home from home for everybody and always respecting people’s wishes. The staff we spoke to shared this vision and worked within the care home’s values.

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.

The management team consisted of people who had worked at different levels in the care home and whose skills had been nurtured and developed by the organisation. They embodied the organisation’s values and culture which was shared by their staff. The registered manager told us, “I am proud of my team, they are hard-working, and our residents are happy. If my staff and our residents are happy then I am happy.”

Staff felt the management team were approachable, inclusive and supportive. One member of the leadership team told us, “This is the best team I've worked with. Staff are very friendly, it is a relaxed atmosphere, and this stems from the [registered] manager.” One staff member told us, “I can speak with the [registered] manager anytime about personal issues affecting my work, and they would support me.”

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

The provider had a whistleblowing policy which staff understood. Staff were able to report concerns in one-to-one meetings and the registered manager had an open-door policy. One staff member told us, “If I had any concerns, I would report to management, and they would act on them.”

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. A member of the leadership team told us, “We sit down and really try to understand our staff both as individuals and as a team. We have a diverse team of different cultures. Staff feel they can approach each other about things and work together well.”

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 quality monitoring and auditing in place. However,improvements were required to ensure care plans and monitoring records included up-to-date and accurate information; and further improvements were required in medicines management records.

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. Staff worked closely with other agencies to ensure people's needs were met.One professional visiting the service told us, “Staff follow correct referral procedures to share information with our team and include all the relevant information for us to triage effectively. Staff follow our recommendations without any issues.”

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 and registered manager worked well together with a focus on delivering good care and improving systems. Staff spoke of their confidence in the management team and their ability to continually improve the service.