Park House

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

Well-led – this means we looked for evidence that service leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture.

At our last assessment we rated this key question inadequate. At this assessment the rating has changed to good. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care.

The provider was previously in breach of legal regulations in this key question. This related to good governance. The provider has made enough improvements, and the service was no longer in breach of the legal regulations.

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. Although staff could not explain what the home’s visions and values were, all staff spoken with knew how to access them. The manager shared the mission statement was discussed within their team meetings. Staff shared the morale within the service had improved, one staff member said, “There’s been a change in staff attitude, the morale has improved.” Another staff member stated, “Staff are trying to embrace the changes.”

The manager told us, “As a manager they [staff] have blown me away, the staff are amazing, I was shocked by what I found but they have all welcomed me.”

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. All staff spoken with, talked highly of the new manager and the improvements they have made. Comments included, “If anyone can turn a home round its [manager],” “They [manager] are firm but fair.” This was supported by relatives and people. One person told us, “[Manager] is up and down here, they are hands on.” A relative shared, “[Manager] is great they are always on the units.” A staff member told us how important it was to share why staff are being asked to complete tasks. This then educated staff and improvements had been made.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. All people, relatives and staff told us they could speak up if they needed to and their voice would be heard. Staff told us they received supervision and were able to speak freely. There was a whistleblowing policy in place and all staff were aware of what it meant and how they could access it. The manager told us they have an open-door policy, so staff, relatives and people could pop in any time. The manager told us they visited during the weekends to enable relatives, who worked during the week, the chance to speak to them if they wished.

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. When staff required a phased return to work due to health reasons, this was provided, and staff were given additional support where required. One staff member spoke openly about their medical condition; they informed us the manager was approachable and understanding and would offer additional support if required.

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. There was evidence of operational priorities to ensure values were embedded within the service. Audits were completed by the manager to ensure people were receiving safe care and treatment. Where actions were identified these were completed and signed off as complete. The provider completed visits to oversee the running of the service and share any concerns they had identified. There was evidence of out of hour visits from the manager to ensure people were receiving consistent good care and support.

The manager ensured all staff received meaningful supervision. The provider notified the Care Quality Commission when required, this included allegations of abuse, serious incidents and when a person was being deprived of their liberty.

The provider promoted links with the local community. The provider had its own minibus to encourage and facilitate people to access the community. The provider had visits from the local animal zoo and had frequent visits from different singers. The provider was in the process of planning for their summer fete which the community and relatives were invited. The provider had plans in place to continue to develop these community links.

The provider focused on continuous learning, innovation and improvement across the organisation and local system. Staff were given the opportunity to increase their learning, knowledge and progress within the organisation. The manager told us there was an open-door policy for all family members. If there were any changes or developments to the service the manager told us they ensured these were shared through regular communication including staff, resident and relative meetings. The provider hoped to receive support from relatives with the interview process for new potential employees.