Parkfield Grange

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 assessment for this 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 provider had a very clear shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and an exceptional understanding of the challenges and the needs of people and their communities.

Leaders had created a strong, positive and inclusive culture which was clearly embedded throughout the service. The provider's values were promoted through recruitment, induction, supervision, training and regular communication, helping staff understand what was expected of them and how they should support people.

The culture within the home was characterised by kindness, respect, teamwork and a shared commitment to improving people's experiences. Leaders actively promoted staff wellbeing and inclusion through recognition schemes, development opportunities and initiatives designed to strengthen relationships across teams. Staff had participated in programmes focused on communication, collaboration, trust and recognising the strengths of others. Leaders told us these initiatives had become embedded in everyday practice and had contributed to improved morale, empowerment and a supportive working environment.

There was a strong emphasis on creating meaningful opportunities for people to remain connected with their community and influence life within the home. Leaders shared several examples of innovative, people-led projects and community events which had been developed around people's interests, preferences and experiences. These included large-scale community engagement events and intergenerational activities. These activities promoted inclusion, choice, social connection, confidence and wellbeing, whilst also strengthening relationships between people, relatives, staff and the wider community.

The service demonstrated a culture of innovation and continuous improvement. Leaders encouraged people, relatives and staff to contribute ideas and take an active role in shaping activities and experiences within the home. Evidence showed these projects had achieved high levels of participation and engagement, strengthened people's sense of purpose and belonging, and generated positive outcomes for both people and staff. The success of several initiatives had also been recognised beyond the service through community partnerships and wider public interest, reflecting the home's commitment to sharing and celebrating good practice.

Feedback from people, relatives and staff consistently reflected a positive culture. Relatives described the atmosphere as “super, very positive and does not feel like a care home,” “welcoming, friendly,” “brilliant, very uplifting” and “really nice, calm, elegant, clean and dynamic.” During the assessment, we observed a warm, inclusive environment where staff spoke positively about their roles and demonstrated a shared commitment to supporting people to live fulfilling lives.

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.

Leaders were visible, approachable and demonstrated a commitment to providing high-quality care. People, relatives and staff spoke positively about the leadership of the service and described a culture where concerns were listened to and acted upon. Feedback showed complaints and suggestions were responded to promptly, helping to build trust and confidence in management. One person told us, “I think the manager is doing a great job and I would not be afraid to complain if I needed to.”

People and relatives confirmed the registered manager maintained a visible presence within the home. Comments included, “I’ve seen the manager around and said hello,” “We have seen the manager and they seems very pleasant,” and “I think the manager does a good job keeping it together here as it’s a big place, but it all seems to run well and it’s calm and relaxed.”

Overall, leaders demonstrated compassion, accessibility and a commitment to continuous improvement. Staff spoke positively about the support they received and were encouraged to raise concerns, share ideas and contribute to the ongoing development of the service.

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

Clear processes were in place to support speaking up, including a whistleblowing policy, regular team discussions and access to senior leaders. Staff demonstrated a good understanding of the different routes available for raising concerns and described feeling empowered to do so without fear of negative consequences.

Staff told us leaders were approachable, listened to feedback and responded appropriately when concerns were raised. Meetings and informal discussions provided regular opportunities for staff to share ideas, discuss issues and contribute to service improvements.

Leaders actively encouraged challenge, welcomed feedback and demonstrated a commitment to listening and learning.

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.

Leaders promoted an inclusive workplace culture where staff were supported to develop, progress and achieve their potential. New staff completed a structured induction programme online learning, practical training, health and safety activities, support from experienced colleagues and an introduction to the provider's values and expectations.

The service encouraged career progression and personal development. Leaders provided examples of supporting staff to gain nationally recognised qualifications and progress into more senior roles within the organisation. Staff were also given opportunities to develop additional skills, take on new responsibilities and broaden their experience, helping them grow in confidence and competence.

Leaders demonstrated a commitment to equality, inclusion and wellbeing by recognising individual circumstances and making reasonable adjustments where required. We saw examples of flexible arrangements being implemented to support staff in achieving a better work-life balance. Overall, the service promoted a culture where staff were treated fairly, supported to succeed and given equal opportunities for development and progression.

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 service had effective governance systems in place to monitor quality, safety and performance. Provider-level oversight included health and safety, environmental checks, medicines management and quality assurance activities. External audits, including health and safety reviews, were also completed to provide additional assurance regarding the quality and safety of the service. Leaders described a comprehensive audit programme delivered through the provider's electronic governance system. Audit findings were reviewed, actions were identified and progress was monitored through live action plans to ensure improvements were completed and sustained. Governance processes enabled leaders to maintain oversight of key areas of risk and service performance. Incidents were reviewed daily, investigated where required and used to inform learning, improve practice and update care plans and risk assessments.

During the assessment, we identified areas where records would have benefitted from additional detail. These findings were discussed with leaders, who responded promptly, provided further information and took action to strengthen documentation, communication and oversight arrangements.

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.

Leaders worked collaboratively with a range of healthcare professionals and partner organisations to support people's wellbeing and achieve positive outcomes. Referrals were made when specialist input was required, and information was shared appropriately to promote joined-up care. The service maintained links with the local community through events, activities and external visitors, helping people remain socially connected and engaged

The provider focused on continuous learning, innovation and improvement across the organisation and local system.

Leaders promoted continuous learning and improvement through regular audits, oversight of incidents and review of feedback. Lessons learned from incidents were used to improve care planning and risk management, with leaders able to demonstrate positive outcomes for people through changes made to their care. Governance systems were used to identify and monitor improvements, and the service embraced new approaches and technology to support the delivery of care.