Parklands 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.At our last assessment we rated this key question requires improvement. 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.

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.The registered manager promoted a positive culture in the service. Staff were open when things went wrong, respectful of the people and worked together to create an inclusive and calm environment. One staff member said, “Staff are great and we all get on, we have a laugh with [people] and create a really good environment for 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 registered manager was passionate about providing person centred care to people, ensuring they were visible in the service and approachable at any time. People and staff told us the manager was knowledgeable, capable and inclusive. One professional who works with the service said, “I find the registered manager to be one of the strongest links and makes every interaction more positive. They know every [person] including their baseline and preferences as well as medical and care details.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.People had the opportunity to speak up about the care through resident meetings which were held on a regular basis. Records reflected that staff took part in flash meetings to review the care. Staff told us they could go to the registered manager at any time to discuss the service and review best practice when providing care.

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. There was an inclusive and fair culture with equality and equity for staff. All staff were positive about working at Parklands Care Home and felt they were treated with respect.

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 registered manager had good oversight of the service and was supported by the care team to review care and safety at all levels. A series of audits were taking place which covered all areas within the service and meetings were held to review care standards. Action plans had been developed when indicated, these were reviewed and signed off as complete. Further governance was in place from the provider who completed checks to ensure the service was running at a continued good standard. The registered manager collected information surrounding risk, analysing this for common trends so the service could improve. Staff had clear roles and responsibilities and were confident in using the systems in place to manage risks, review care and act when things went wrong.

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.Relationships had been built with other health care professionals in the area to help support the service when needed. Appropriate referrals were made to the local authority to support people in receiving good care. Links within the community were continuing to grow with the help of the activities coordinator who approached local schools and churches.

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. They actively contributed to safe, effective practice and research.The registered manager accepted guidance during the inspection to help learn and improve, acting quickly to implement new records to support safety in the service. There was evidence of continued improvement and review within the service and action plans were in place to show when issues had been identified and acted upon. More work was needed to evidence the continued learning of staff from when things when wrong, but the registered manager was working to review this process as an outcome of the inspection to improve.The provider invested into the service to help improve. Renovation work was ongoing to improve the environment, and investment had been made with the updated care planning system which would help improve the services recorded keeping.