Parkside 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 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. There was a homely atmosphere in the home where staff and leaders wanted to ensure people experienced good outcomes. Staff told us morale was high and they would be happy for their loved ones to live at the home. One staff member said, “I would be quite happy to have my parents live in Parkside.”

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. At the time of our inspection a new manager had recently been appointed and had applied to register with the Care Quality Commission. The manager was supported by a deputy manager and other experienced staff. People and relatives had confidence in the management team and had been kept informed about the appointment of the new manager. The manager had organised meetings with staff, people and relatives to ensure they had the opportunity to meet them.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff had access to a whistleblowing policy and told us they would use this if required. One staff member said, “The management team are very approachable with all staff. They have an open-door policy, and we are free to suggest and raise concerns which are listened to.”

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. An equality and diversity policy was available, and staff were supported to work in line with it. The management team told us they listened to staff and operated flexible working arrangements wherever they could. Systems were in place to support staff out of office hours and at weekends. Members of the management team were on call to support staff if required.

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 management team competed several monthly audits to ensure the service was performing in line with the providers expectations. Any issues identified were swiftly addressed. During our inspection we identified some minor concerns which were immediately rectified. The manager used audits and governance systems to learn and to improve practice.

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. External professionals were complimentary about the way staff and leaders worked alongside them. One external professional said, “Parkside staff collaborate with primary care and many additional services and partners to ensure safe management of their residents. Information is shared frequently to enhance the quality of care, and they strive for improvement to provide a seamless service in a complex cohort of patients.”

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 management team were committed to being open and honest if anything went wrong and learning from any incidents or complaints took place. Staff told us they were confident the management team would act on any concerns they raised.