Glenvale Park 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

The provider had clear visions and values in place which staff and leaders upheld. There were systems in place for people, their relatives and representatives, and staff to be supported to raise concerns and had mechanisms to give feedback and to share ideas about improving the service and the quality of care delivered. The provider had systems and processes to audit and check on the safety and quality of the service and promoted a culture of support, learning and development. Management and staff were alert to any poor practice that may affect the quality of people’s care and have a detrimental impact on staff. The provider was involved in research, and worked with local and national initiatives to raise awareness, continuously improve people’s lives and the quality of care. The service has a registered manager. They were knowledgeable and understood their responsibilities, duty of candour and worked in partnership with the local authority and CQC. Staff spoke of an inclusive and supportive environment with approachable managers. Staff spoke positively about working at Glenvale Park Care Home and were proud to be part of the home. They told us that the management team were supportive, and were encouraged to contribute to the running of the service. There was a positive culture at the home. Partners described a positive approach to collaborative working to improve systems and the quality of care provided.

This service scored 79 (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 vision and strategy to provide good quality care and helping people to enjoy later life. The staff told us managers were open and honest and welcomed their feedback. Leaders told us care and support staff did a fantastic job and they were proud of the way they upheld the organisations values.

The provider had clear visions and values in place and we observed these were upheld by all the staff. The senior managers both in the home and regional management, demonstrated a positive, compassionate and caring culture which enabled people to experience consistent good quality care. The registered manager understood their responsibility, notified us when certain incidents occurred and had met the duty of candour. Staff had created a culture where people were at the heart of everything they did and were involved in all aspects of their care. This was embedded in to the ethos of the service.

The service had a positive culture that was person-centred, open, inclusive and empowering. Staff felt supported by the provider who was visible in the service. Staff said they felt respected and valued by senior staff which supported a positive and improvement-driven culture. Leaders supported staff to improve their knowledge and gain national qualifications.

Good oversight by the provider meant they were alert to any poor practice that may affect the quality of people’s care and have a detrimental impact on staff. The registered manager understood their responsibilities, met the duty of candour and notified the CQC about significant events appropriately and worked with the local authority. Audit tools were in place and effective at monitoring the quality of the service. Our findings showed senior staff had the knowledge and/or experience to ensure people always experienced person-centred care.

Staff and managers were able to share their views and felt supported in speaking up and sharing ideas. There were good systems for communication with and support of staff. Staff told us they knew how to speak up and felt confident raising concerns. They told us they were listened to, and their views were respected. We observed staff discussing people's changing needs with senior staff and leaders and were comfortable doing so.

There was a positive culture where people and staff felt they could speak up and that their voice would be heard. Systems were in place to ensure staff were supported, had mechanisms to give feedback and were made aware of the whistleblowing procedures. Information and posters were displayed around the service to remind staff, people and visitors. Staff felt confident to raise concerns both within the organisation and externally. Staff benefitted from regular staff meetings, supervisions and appraisals.

Staff working within the home were from diverse backgrounds and told us they were included and accepted. Staff felt supported and described being treated fairly and equally regardless of any protected characteristics such as race, religion, gender or sexual orientation. One member of staff told us, “I can bring my whole self to work,” and felt they could raise any concerns without fear.

The provider had policies and procedures in place regarding equality diversity and inclusion. Staff were provided with contracts of employment which gave them information about their rights and expectations as an employee. The provider had been awarded the 'Inclusive Employers Standard' gold award and achieved 'Diversity Network' accreditation.

Staff had confidence in the provider’s governance. Staff also told us there were regular checks to ensure they were working in line with expectations and training. Staff were clear about their roles and responsibilities. The care manager, area manager, registered manager and deputy manager displayed positive attitudes to the assessment process and were responsive to feedback.

The provider had effective systems and processes in place to ensure the service ran safely and effectively. Audits were completed regularly, effectively, and consistently. There were systems and processes to ensure people received high quality care. These included regular quality assurance observations of care, staff surveys, and feedback from people. We saw complaints were responded to effectively and saw evidence of shared learning following complaints.

People and their families told us they were supported to access external healthcare appointments and also had opportunities to be involved in community activities. People told us how community activities enriched their lives. One relative told us, “[Name] comes to life when they are with the children, it’s so lovely to see.”

Staff and management worked openly and transparently, collaborating with all relevant external stakeholders and agencies. The registered manager told us they had a positive working relationships with a wide variety of health and social care agencies and collaborated with them to ensure people received quality care. Staff and leaders were passionate about people's well-being and community involvement.

We received positive feedback from partners about the commitment to people's safety, health and care needs and well-being. Partners told us staff were responsive and acted on feedback. Partners told us there was always a welcoming and homely atmosphere in the home, and staff worked consistently and collaboratively to make a positive difference to people's lives.

Systems and processes in place were effective. This ensured people were referred to other health professionals in a timely manner if required. Staff and leaders were passionate about community activities and ensuring people had as many opportunities as they could to enrich their lives. Examples of the involvement with professionals and community and the positive impact on people’s wellbeing has already been reported in 'Caring' in the section about 'Independence, choice and control'. The provider was involved with local and national initiatives. For example, raising awareness about the ‘chatty benches, to combat loneliness and isolation, with one outside the home. During this assessment we observed this in action and was supported by the overwhelming positive feedback from staff and the people using the service,about the social events, activities and being integral part of the community.

The management and staff had a good understanding of how to make improvement happen. The approach is consistent and includes measuring outcomes and impact. Staff spoke positively about the leaders and support provided. Staff were encouraged to share ideas for improvement and innovation and actively invest time to listen and engage. Staff told us they were supported to undertake further training and develop new skills which had a positive impact on people’s quality of life. Leaders encouraged reflection and collective problem-solving. For instance, the management ensured learning from external professionals, partner agencies and innovation was shared with the staff team.

Provider effectively used oversight systems and processes to monitor all aspects of quality and safety to continuously learn, improve and innovate to deliver high quality service. There was a continuous cycle of gathering feedback. There is a strong sense of trust between leaders and staff, which helped to promote learning, improvement and innovation. There were processes to ensure that learning happens when things go wrong, and encouraged reflection and collective problem-solving. Leaders analysed incidents and near misses to identify trends and took action to prevent similar incident from happening again. The provider was proactive and involved innovation and research with local and national initiatives. For example, involved in national research around the importance of movement for the elderly and bespoke exercise sessions. During this assessment we observed this in action and was supported by the overwhelming positive feedback from staff, people using the service and relatives, about the social events, activities and being integral part of the community.