Park Manor Care 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

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.

We have not awarded this service a score for Well-led.

Find out about when we will not publish a key question score and what we look at when we assess Well-led.

The service 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.

Staff stated they were proud to work at Park Manor Care Home. Staff told us the registered manager led with enthusiasm and honesty to ensure a positive culture had been created, to establish a sense of community and achieve the provider’s vision of ‘every resident enjoying life to the full’.

The service 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.

Without exception, all staff told us they were proud to work at the service.

Staff knew how to raise concerns and access support. There were clear procedures for regular team meetings and supervision. Staff consistently told us they felt able to approach the management team and provider with their concerns, views and ideas.

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

The service used a variety of ways to enable people to speak up. This included the use of a suggestion box, displaying the provider’s whistleblowing and complaints procedures. The complaints procedure included details of how to appeal a decision, contact details for the local government and social care ombudsman and CQC.

‘You said, We did’ posters were displayed throughout the service so people, their relatives and staff were informed of what action had been taken.

The service valued diversity in their workforce. They work towards an inclusive and fair culture by improving equality and equity for people who work for them.

Staff told us they felt accepted by their colleagues, and part of a team. Staff preferences and individual circumstances were considered and supported by the management team. Staff members gave examples of flexible working to support their own caring responsibilities. The provider had various incentives to encourage inclusion and acceptance for staff, celebrate achievement and offer career development.

Policies and procedures incorporated all aspects of recruitment and staffing and included retention plans, equality, diversity, fairness and protected characteristics.

The service 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 share this securely with others when appropriate.

There were a range of audits, analysis and checks within the service, which supported safety and quality. Risks to people's safety were well managed and monitored. Audits of people’s individual health demonstrated follow up actions were taken to enhance people’s wellbeing with appropriate referrals made to professionals who could provide specialist support, such as physiotherapy.

Governance processes included scrutiny at provider level. The provider’s representative told us the information they had for people was accessible to them through the electronic recording system and was used to complete internal quality checks.

The service understood their duty to collaborate and work in partnership, so services work seamlessly for people. They share information and learning with partners and collaborate for improvement.

The registered manager told us they were passionate about working within their local community. This had included bringing the community into the service by providing advice and guidance on subjects such as, advocacy and providing bereavement support to people’s loved ones. The registered manager told us this is an area they wished to develop further. A staff member told us, “A knitting group currently has approximately five to six people attending. Plans are in place to develop this into a knitting club, making garments for premature babies at the local hospital.”

The service 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. They actively contributed to safe, effective practice and research.

The management team told us about the ways in which they were continually looking to improve the service. This included being proactive in identifying shortfalls through their audits and checks and sharing learning across the provider’s locations. The service continually sought to engage with people, their relatives and staff to improve outcomes. For example, the registered manager told us, “We have implemented entertainer feedback form, where our residents rate the external entertainer booked and we are able to ensure that they enjoy entertainers of their choice.”