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 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.

The provider and registered manager demonstrated the necessary skills and experience to lead the service effectively, with a focus on priorities and a transparent, open approach throughout the assessment. Minor areas of improvement identified during this assessment were responded to quickly and responsively. Staff told us they contributed to a kind and supportive culture at the service.

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 atmosphere amongst the staff was calm and they all appeared to work well together as a team.

People and relatives said they were familiar with the registered manager and they felt comfortable approaching them. One person said, “The manager moved into that office with a window into the lounge because she cares about us and it means we can go and see her whenever we want. The manager is very good; no nonsense but fair and kind.”

Staff also spoke positively about the registered manager. One staff member told us, “I love working here because the staff team are solid and that’s because of the manager. She’s very fair but firm, so we are clear what is expected of us.”

The registered manager and deputy manager were knowledgeable and had good oversight of the service.

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

Staff knew how to speak up and raise concerns when needed. Staff told us they felt confident that action would be taken if issues were raised.

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. Systems were in place to encourage staff feedback, including through staff meetings and the provider’s website.

The provider did not always have clear responsibilities, roles, systems of accountability or good governance. They did not always act on the best information about risk, performance and outcomes, or share this securely with others when appropriate.

Governance systems were mostly effective in identifying and generating improvements within the service. However, the minor issues we found during this assessment had previously been identified but not been followed up effectively to ensure improvements in these areas had been sustained. The management team were very responsive in addressing these issues appropriately and promptly during and following our visit.

The registered manager understood their responsibility under duty of candour to be open and honest when things went wrong. Notifications of accident, incidents or safeguarding concerns were submitted in line with legal requirements.

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. Healthcare partners did not raise any concerns about how the service worked in effective partnership with them.

The provider focused on continuous learning, innovation and improvement across the organisation and local system. Staff received regular training, and good practice was shared and discussed at regular meetings.