The Glen Care Home

The inspection was prompted in part by notification of a serious incident. This incident was subject to further investigation by CQC as to whether any regulatory action should be taken. As a result, this inspection did not examine the circumstances of the incident. However, the information shared with CQC about the incident indicated potential concerns about the management of risk of people’s behaviours. This inspection examined those risks.

We assessed the quality statements from the key questions of safe, effective, caring, responsive and well-led.

There was a culture of openness when looking for lessons that could be learned from accidents or incidents. People were protected and kept safe. Staff were aware of their safeguarding responsibilities. The provider had identified improvements were required to ensure care plans included accurate and up-to-date information about people’s needs and risks and had an action plan in place to make these improvements. Issues identified by the inspection team with medicines management records were addressed by the provider straight away and showed us evidence of how they did this. Improvements had been made to recruitment processes with more robust checks of suitability happening. There were enough staff with the right skills, qualifications and experience. The home was clean and well maintained.

People were involved in assessments of their needs. People and those important to them were involved in decisions about their care. The provider worked well across teams and services to support people to manage their health and wellbeing. Issues identified by the inspection team with monitoring records were addressed by the provider straight away and showed us evidence of how they did this. Staff and those important to people took decisions in people’s best interests where they did not have capacity.

People were treated as individuals and with kindness and compassion. People had choice in their care and were encouraged to maintain their independence. Staff responded to people in a timely way. The provider cared about and promoted the wellbeing of their staff and supported and enabled them to always deliver person-centred care.

Staff knew people really well and involved them in their care. People’s individual communication methods were identified and respected. People and their relatives were able to give feedback on care which the provider listened to and acted on. The service contacted emergency services when required and knew when to involve specialist services in people’s care. There was a system in place for responding to concerns or complaints. People’s end-of-life wishes were reflected in their care records.

The management team led the service with integrity, openness and honesty and valued diversity in their workforce. Staff understood about equality and diversity and wanted to provide compassionate care. Staff were able to report concerns in one-to-one meetings and the registered manager had an open-door policy. 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 and registered manager worked well together with a focus on delivering good care and improving systems and had a plan in place to achieve this.