Glenmoor House 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 received their medicines as prescribed. Management and staff understood their responsibility to protect people from risk of abuse and promote their health, safety and wellbeing.

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. Management were responsive to feedback about some agency staff. More supervision was needed to oversee the agency staff and ensure that they provided care safely and in line with people’s care plans.

People lived in a clean and tidy environment. Staff were trained and followed the infection prevention and control practices.

Systems to monitor and respond to accidents and incidents enabled management to identify recurring events which was acted on. Management and staff learnt from safeguarding concerns, accidents, incidents and complaints.

People’s care plans were developed from recognised risk assessment and monitoring tools. People’s needs were reviewed regularly and any changes were reflected in people’s care plans. Staff were knowledgeable about people’s needs and preferences. People had access to healthcare services and support, when needed. People were offered enough to eat and drink to maintain their health. Staff were aware of people’s dietary needs and risks were managed. 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 knowledgeable in providing effective care that met people’s needs. Staff worked effectively with other external bodies support people to remain healthy and promote positive outcomes.

The provider had comprehensive governance and assurance systems with clear lines of responsibility and accountability. These included audits and check on the safety and quality of the service.

There had been changes in management and the home manager in post had begun the process of registering with CQC.

The provider and management promoted a positive culture of support, learning and development. People and staff felt empowered to speak up and were confident their voices would be heard and acted on. Staff spoke of an inclusive and supportive environment with approachable seniors and management. The management were responsive to issues raised during this assessment.

Management and staff worked with in partnership with the local authority and health professionals to share learning and help improve the quality of people’s experiences. Positive feedback was received from health professionals and the local authority about the management and staff approach to collaborative working to improve the quality of care provided.