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. This is the first assessment for this newly registered service. This key question has been rated good. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care.

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.

An open and honest culture had been created, where staff, people and relatives were encouraged to speak up and express their views and opinions. The management team focused on providing person centred care which met people’s individual needs. As the service was small, the management team knew each person well and were in regular contact with them to ensure the service continued to meet their needs.

The provider had inclusive leaders at all levels who understood the context in which they delivered care 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 registered manager was hands on and visited the supported living settings regularly. She knew the people using the service and her staff well. There was clear management, leadership and oversight of the service provided. Staff understood their role and responsibilities, including the registered manager and the requirements of their CQC registration.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff felt able to speak up and openly with their managers. There were regular team meetings, supervision sessions and communication channels in place where staff could raise any concerns or suggestions. Staff felt listened to and that their views would be taken seriously.

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.

Staff were supported professionally and personally. The management team took account of staff’s individual needs and provided any support required, this including flexible working for staff with personal commitments. The management team protected their staff from abuse and did not tolerate any forms of discrimination.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care and support. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

The registered manager had clear oversight of the service. They assessed staff’s competency though initial competency checks as well as ongoing supervision sessions. A programme of unannounced spot checks was undertaken to review the quality and safety of care delivery. This ensured staff provided support in line with people’s needs, as well as the provider’s policies and procedures. The registered manager regularly reviewed the provider’s policies to ensure these remained up to date and reflected good practice and legislation.

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 management team worked in partnership with people, their relatives, the staff and relevant professionals to ensure the service continued to meet people’s needs and to continue to develop and improve the service. A staff member told us, “We are asked for our views in team meetings, supervisions, and surveys, and our feedback is valued.” Relatives felt there was open communication with the registered manager, and she took the time to listen and take on board their feedback.

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.

There was a commitment to continue to develop and grow the service, whilst ensuring people received personalised high-quality care. The registered manager was part of local social care initiatives and forums where they were able to stay up to date with developments within the industry and incorporate that learning into service delivery.