Parkhill Support Services Brighton Road

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

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 questionrequiresimprovement.At this assessment, the rating has changed togood.

This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care.

The provider was previously in breach of a legal regulation relating to good governance. Enough improvement had been made, and the provider was no longer breaching this legal regulation.

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.

A family member told us, “I think the organisation has good values and it would recommend it to others. I am very pleased with the care’. And another family member told us, “The registered manager was visible and approachable I can report concerns and I know the action is completed and we talk about when I come again”.

One staff member told us, "My line manager is very good, and very supportive. I can go to them anytime. Managers are always available”.

Staff spoke very highly of the culture within the service and the wider organisation. They felt valued by senior managers and had access to a wellbeing service to support them in confidence.

People, relatives and staff felt able to raise concerns and be involved in the shaping of the service. There was an open-door policy with management and transparency and equity were encouraged. People remained supported to maintain their religious and cultural needs, and the community were able to join for the daily service. The senior manager was proactive and visited each supported accommodation regularly to support the registered manager and the staff teams. There was a want to continue driving improvements within the organisation and an emphasis on this being a complete team effort.

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.

A family member shared with us “I would say the organisation is well led and the chief executive officer (CEO) is fantastic.” And another family member said, “The organisation is well led, staff are approachable and the care is excellent”.

The management team had a good understanding of their roles and responsibilities. The staff that we spoke with told us they felt supported by the managers and were comfortable to raise any concerns without any fear of consequences. A staff said, “Managers are supportive. My line manager is always available and responds”

The service fostered a culture of openness where staff felt safe to raise concerns. A clear whistleblowing policy was in place, and staff were trained in confidentiality and reporting procedures.

Staff were confident that issues raised would be addressed promptly and fairly. A staff member told us, “I can raise issues with management team, and I always feel listened to and taken seriously”.

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 a positive culture and the registered manager spoke of the importance of promoting an inclusive workplace, where staff were treated equally and fairly. Staff had undertaken training in equality and diversity. Policies were in place to ensure this was promoted across the workplace

The governance systems in place were not always robust, and audits were not always effective. The medicine management was audited regularly. However, these audits had not identified or addressed shortfalls in medicine record keeping. Following our feedback to managers, they took steps to make the required improvements.

Quality assurance audits had not identified the shortfalls relating to medicines management and. this showed the governance and oversight were ineffective and did not ensure their safe management of medicines.

There were a robust emergency business continuity plan and systems in relation to reporting and managing incidents, accidents and safeguarding concerns.

The provider conducted a range of audits and checks. These enabled the registered manager and senior management team to identify areas to improve.

Areas for improvement were incorporated into the provider’s improvement plans to drive improvement and deliver high quality care and sustainable support.

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 provider worked collaboratively with external agencies to improve outcomes for people. Staff described effective communication with healthcare professionals, ensuring timely referrals and coordinated support. Staff supported people to integrate into the community, doing things they enjoyed and that were in line with their personal interests. A staff member said, “Our residents go out into the community if they wish and when able to, this them their independence.”

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 provider had a continuous improvement plan in place which outlined areas for improvements in relation to operational issues and the provider clearly set out their purpose. These were discussed at monthly managers and team meetings as a way of delivering best practice. Engaging and involving people using the service their relatives and staff.