Parc Vro Residential 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

Safe – this means we looked for evidence that people were protected from abuse and avoidable harm. At our last assessment we rated this key question Good. At this assessment the rating has remained Good. This meant people were safe and protected from avoidable harm.

This service scored 75 (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.

People were confident requesting assistance and support from staff and did so without hesitation. People and their relatives were complimentary of the staff team and told us, “Oh yes they are definitely looking after me well” and “I think they are doing an excellent job”. Professionals also praised the service’s caring culture and said, “I have always found the care in Parc Vro to be kind, respectful, and centred on each resident's needs”.

Staff were well motivated, enjoyed their roles and provided support with kindness and compassion. They told us, “It’s a nice environment as the families are involved all the time. I cannot say enough positive about this place, we are literally a big family” and “It’s amazing here. I have worked in many care homes and this is the best”.

The registered manager was confident people were well cared for by their staff and told us, "I am not worried about the home, because I am confident the care is good".

People were encouraged to participate in a variety of activities each week, including visiting a local café and participating in local community events. One person went out for lunch on the day of the inspection and told us they had really enjoyed this activity. Another person had recently been supported to attend a local cultural event that was important to them.

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 service was led effectively by the registered manager and staff were confident any issues they raised would be addressed. The provider had recently introduced a deputy manager role to support the registered manager and wider staff team. The registered manager reported they were well supported by the provider who visited regularly and that the introduction of the deputy role had also positively impacted on the service’s performance. For example, they now had more time to focus on improvement within the service and to plan more interesting and challenging trips for people.

The registered manager and provider had engaged positively and openly with the local authority and partners following a significant incident that had occurred. Learning had been identified and changes made to improve people’s experiences. The registered manager commented, “I have learned, we need to be more present on the floor. At least twice each day I walk the whole home and look in every room. I want to be there to see what is happening. Parc Vro is not a job it is a life. Most of the families recognise that.”

Relatives were complimentary of the leadership and told us, “The managers are really helpful, really nice” and “[The registered and deputy managers] are fantastic. Very kind, very helpful and very attentive with [My relative]”. The service, its’ registered manager and a member of care staff had recently been nominated by people living at Parc Vro for local industry awards.

The service had robust systems to ensure staff could access support out of office hours, when required. Staff told us, “Out of hours, [the registered manager or deputy manager] is on call, they take it in turns, they are there with the answer and pick up straight away. Nothing is too much trouble”.

Feedback from professionals was also positive and complementary of the leadership of the service. They said, “The managers are visible and supportive, and they encourage staff to do their best” and “The manager strives to run the home well and, in my view, does a good job”.

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

The provider encouraged feedback from people, relatives and staff. Records showed compliments and thank you cards were regularly received and responses to a recent survey had been positive. A recent thank you card read, “You didn’t just look after [our relative] you made the whole family welcome” and “Your care of [our relative] and the other residents is immeasurable and we thank you for that”. When complaints were received these were fully investigated by the registered manager and action taken to prevent similar events reoccurring. People told us, “I certainly could not complain 1 bit” and “I have no reason to complain about the way I am looked after”.

Staff team meetings were held regularly to provide opportunities for learning and information to be shared. Staff told us they were encouraged to voice their opinions both during team meetings and during supervisions.

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.

All staff were treated fairly by management and protected from discrimination. Staff requests for adjustments and flexible working arrangements were looked on favourably. One staff member told us, “The employer is flexible and has accommodated my shift and work preferences”.

Staff felt valued by the management team and told us they were encouraged to progress, access additional training and take on more responsibility to aid career development. Staff comments included, “[The registered manager] is encouraging us to do additional courses” and “2 of us are on the 12 week boot camp, it’s training for anyone wanting to be a senior, in Truro. It is a great resource to have. [The managers] here are very supportive”.

Staff development was actively encouraged and the registered manager commented, “I want everyone to progress, I was a carer and I want everyone to want to be a manager and to have my job”.

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.

The provider’s quality assurance and auditing processes were effective. Managers completed regular spot checks of staff performance, care plan reviews and analyses of call bell response times to drive improvements in people experiences.

The provider visited the service regularly to monitor performance and support the registered manager. Every 3 months the provider completed a review of performance and, where issues were identified, managers developed action plans detailing how these would be resolved.

The registered manager had sought support and advice from other local providers and support groups. Useful ideas were adopted and acted upon. As a result of this, and other recent experiences, a plan had been developed for external reviews of performance to be introduced.

Staff felt well supported and told us communication between staff and managers was effective. They told us, “Staff meetings are held monthly, and the employer is open to new ideas. We are told about compliments and concerns. We have had a lot of meetings lately with the changeover to electronic care records to make sure everyone is up to date” and “The deputy manager called me the day before a shift where I was to be team leader, to ensure I was up to date with events that had happened that day for 1 of our residents. She didn’t want me to have any surprises”. Managers were confident staff would seek support and guidance when needed and said, “Staff do call if anything happens”.

Health professionals were complimentary of the service’s governance and commented, “Overall, the home provides safe, compassionate, and well-organised care”.

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.

The provider worked effectively in partnership with health professionals to ensure people’s needs were met. Referrals were made promptly when changes in people’s presentations were identified and guidance provided acted upon. Professionals told us, “The team is approachable and willing to work together to make sure residents receive the best support.” Staff commented, “Every Tuesday we have a weekly GP round, they do phone triage and extra visits when required”.

People were regularly supported to access the local community hall and café which was located nearby. People enjoyed these trips which enabled links with friends and acquaintances to be maintained. A surprise birthday party for 1 resident was being planned for the community café. The registered manager told us, “The community hall has been a great resource. The ladies are making [our resident] a big cake for their birthday and hopefully we get a couple of our residents over there as well”.

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 was keen to learn and make improvements where possible. People and visitors were actively encouraged to report any small concern or niggles, to enable these issues to be addressed. For example, relatives had recently commented on difficulties they had experienced parking at the service during a team meeting. Following this feedback alternative staff parking arrangements had been made.