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 good. At this assessment the rating has remained 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 71 (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.

Staff received training in equality, diversity and inclusion. The vision and values of the organisation were shared with staff in their induction period.

Management and staff promoted a positive listening culture. People, their relatives and staff were encouraged to provide feedback on the service to help shape its future.

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 newly appointed. They had implemented a home action plan to support them with the development of the service. The registered manager said they felt supported by the provider and was able to meet regularly with other registered managers within the organisation to share information and ideas.

Staff said they felt supported in their role and were able to raise any concerns or make suggestions to improve the service. A staff member said, “We give feedback through staff meetings, flash meeting which we have every day. I can approach management at any time to discuss things.”

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

Staff understood their responsibility with speaking up about poor practice they observed or any other concerns. A staff member said, “I would report any incidents or accidents to my home manager or the person that was in charge of the home that day. Yes, I feel I can always discuss incidents if I need to.” Staff said they had opportunities to speak up about any ideas or issues during one to one and staff meetings.

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.

The registered manager recognised and valued the diversity of the staff team.They explained the importance of them understanding and getting to know the cultural needs of staff. They said they offered staff the opportunity to speak with them and wanted staff to feel comfortable to raise any concerns. They explained previously they had held a “multi-cultural day” to support both staff and people to understand each other’s cultures.

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.

Managers and staff were clear about their roles and responsibilities. The registered manager was responsible for the allocation of staff to ensure the correct skill mix of staff was available to meet the needs of people they were supporting.

There were systems for assessing, monitoring and improving the quality and safety of the service. These included regular audits of various aspects of care and record keeping, complaints, medication management, health and safety, and accidents, incidents and safeguarding. The registered manager ensured any shortfalls identified in these audits were addressed.

Whilst care plans and risk assessments were in place some of them were not always updated after reviews had taken place and changes in people's care had been identified. This had not impacted on the care provided to people. This had not been identified during audits of care plans. We discussed with the registered manager the need to ensure information was updated which they agreed to action.

The service notified CQC of significant events such as safeguarding referrals and accidents and incidents, as the law required.

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 service worked in partnership with other health and social care professionals to meet people's needs. Records evidenced appropriate healthcare referrals and appointments. A healthcare professional told us, “As part of the reviews that we complete we often request care plans as well as discuss with senior care staff. Staff seem open and transparent about any concerns. I have noticed at times some care plans are not always up to date for that specific month, so don't always reflect the need. However, when challenged staff are always more than willing to amend or explain if they are due a review.”

People's care records reflected regular contact and communication with health and social care professionals involved in their care.

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.

There were effective systems and processes in place to ensure lessons were learnt from accidents, incidents and safeguarding concerns. Accidents and incidents were reviewed to identify any themes and make changes to practice where required.

Staff training was monitored by the registered manager and deputy manager to ensure their learning, knowledge and skills were up to date. Staff told us they received the correct training to assist them to carry out their roles.