Parley Place 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. This is the first inspection for this newly registered service. This key question has been rated 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 79 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The service 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 service had a clear vision and strategy that staff understood and worked towards. We observed staff were respectful, caring and passionate about providing good quality care to people living at Parley Place. Staff told us they felt listened to and empowered to work with the managers to run the service. Staff told us said, “we are extremely proud to work in Parley Place, it is one big extended family, and we all look out for each other and our residents, we become their family when they move in here and that is how we treat them.” The registered manager told us all staff worked in collaboration to ensure a quality service for the people living in the home. There was an open-door policy and staff had the opportunity to take part in the running of the service by contributing to one to one and team meetings. The registered manager said, “When I think about the culture here, a word that stands out for me is caring. The entire team are so caring of our residents, relatives, even visitors. I think our staff are outstanding, there are so many different things they do to go above and beyond.”

The service had exceptionally 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 always did so with integrity, openness and honesty. The provider’s clear vision and strategy had people at the heart of the service which staff understood and worked towards. Staff felt incredibly supported by managers who were capable they said, “Hands down [registered manager] is the best manager I have worked for. Her passion and commitment to keeping our residents safe, cared for and engaged is exemplary. She is approachable, open and goes above and beyond for our residents and leads by example.” The home had just been nominated for the Best Place to Work in the Ferndown Business Awards. People knew who the leaders were and said, “The management team are very dedicated to the home. The people running it are very good.” The registered manager told us they were incredibly supported by the providers management team who were available to them whenever it was needed. Staff had access to training to help them develop further in their roles and this had led to staff progressing with the organisation. One staff member said, “I feel incredibly supported. They have put me through my manager training qualifications, and I know if there are any courses I want to do to develop further they will do that for me.”

The service fostered a positive culture where people felt they could speak up and their voice would be heard. The home had a speak up process in place and staff knew how to use it if they wished to do so. One staff member said, “There are 2 speak up champions and I can speak to them if I had any concerns.”

The service valued diversity in their workforce. They work towards an inclusive and fair culture by improving equality and equity for people who work for them. Staff felt supported to give feedback and were treated equally, free from bullying or harassment. People with protected characteristics felt supported.

The service 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 act on the best information about risk, performance and outcomes, and share this securely with others when appropriate. The management team were visible, knowledgeable and supportive, helping staff develop in their roles. The home had clear arrangements for accountability and improvement using a range of audits to monitor quality and identify areas that could be improved. When areas of improvements had been identified by audits the registered manager had initiated projects to drive improvements. For example, to decrease the number of medicine errors the registered manager arranged for a safeguarding social worker to visit the home to identify what was going wrong and what they could do to improve. A bespoke medicine workshop training session was developed by the providers clinical managers and delivered to staff. The registered manager devised a tracker to track the specific type of medicine error and identify who required additional training. Protected medicine times was introduced. This resulted in a significant reduction of medicine errors.

The service understood their duty to collaborate and work in partnership, so services work seamlessly for people. They share information and learning with partners and collaborate for improvement. Staff worked with the local community to deliver the best possible care and were receptive to new ideas. For example, the home had strong community links with local community clubs, was part of the local church and had regular drop-in surgeries with local police community support officers. The worked in partnership with other organisations such as the local doctors and district nurses who told us staff were great at communicating with them to ensure consistently good care for people living in the home. The registered manager was part of registered managers networks and actively engaged to share learning and improvements.

The service 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 contribute to safe, effective practice and research. The registered manager encouraged a culture of continuous improvement by providing robust oversight of the overall governance of the home. This meant areas of improvement were easily identified and the lessons learned process followed. For example, the registered manager identified a high number of people falling. To improve managers worked with health professionals from the falls clinic and implemented improved staff induction, training and understanding the falls policy. Extra checks were put in place and people were offered to make their walking aids more colourful so they could see them, this resulted in a significant reduction of falls. The registered manager said, “I’m continuously learning, attending workshops and meeting other registered managers. I’m excited about the things I want to do here in the future. My passion for people living with dementia is, why I do my job, I just want to do so much more.”