Glenvale Park Care Home

People felt safe with the staff and the care provided. People were involved with planning their care and support, including managing risks. People’s care plans provided staff with up to date guidance to support people safely and in line with their wishes. Further action, as described in the section, ‘Involving people to manage risks’, was needed to ensure risks to people were effectively managed.

The provider followed safe recruitment practices and staff were regularly supervised. There were enough trained, skilled and competent staff on duty to meet people’s care needs and support them with their medicines. Staff understood how and who to report concerns to internally and externally of the service. Safeguarding concerns were responded to appropriately to avoid reoccurrence. Staff and management learned from safeguarding concerns, incidents and complaints.

Pre-admission assessments were comprehensive and holistic. People's care plans incorporated recognised risk assessment tools. Risks to people were regularly reviewed so they continued to reflect people's current needs and expectations. People were supported to live healthier lives. Nutritional screening tools were used to identify those people at increased risk of not eating and drinking well. People’s dietary needs were met.

The service worked in partnership with health professionals to improve the quality of care people received. People had access to health care professionals when needed and their advice was clearly recorded, followed by staff so their health outcomes could be monitored and evaluated.

People were encouraged and supported to make their own decisions where possible and their consent to care and treatment was sought.

Staff were trained, skilled and were knowledgeable with the current best practice in providing effective care that met people’s care and health needs. Staff training was up to date, and specialist training was provided to meet people’s specific health and care needs.

People and relatives spoke positively about a caring and supportive staff team. People were treated with kindness; staff respected their dignity and promoted their independence. People consistently told us they were supported and treated well.

Management and staff recognised the importance of people maintaining control over their lives to support their physical and emotional wellbeing. Staff demonstrated empathy and understanding of people and took time to listen to them and respond in a meaningful way. Newsletters about calendar events were publicised well.

Management and staff knew people well and provided person-centred care that met people’s individual care needs, preferences and social interests. People’s quality of life, health and wellbeing was enhanced and they were protected from the risk of loneliness and isolation. People told us they enjoyed a variety of daily activities, social events and feeling part of the wider community. People’s relatives and friends were able to visit without any restrictions.

People’s individual needs, preferences and choices were known to staff and reflected in their care plan. Staff knew people well and understood the concept of person-centred care. Information was made available in a way people could understand, so they could be fully involved in making decisions and choices about how their care. People were confident they would be referred to other healthcare professionals if a need was identified.

People knew how to give feedback about their experiences of care and support.

People were supported at the end of their life and care plans reflected their decisions and wishes. Staff had received training in end of life care.

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.