Park House Rest 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 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 79 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

We did not look at Shared direction and culture during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Capable, compassionate and inclusive leaders during this assessment. The score for this quality statement is based on the previous rating for Well-led.

The provider was exceptional at fostering a positive culture where people knew they could speak up and their voice would be heard.

Staff told us consistently that they felt included in any discussions and decisions relating to improvement and innovation in the home. There was a clear culture of openness and honesty within the staff team; this came across clearly when talking to staff who all said that they felt able to speak up and were encouraged to do so. In 2025 the service employed a Deputy Manager, part of whose role was to support service development and innovation. This role has enabled the service to bring in new and more efficient approaches to care while ensuring that the staff are involved throughout. This meant new ideas were piloted and feedback gained leading to successful decision making and implementation. One example of this was the recent introduction of a new transitional shift. Staff told management that they were struggling at some times of the day – particularly in the morning as people do not have a fixed time to get up. The solution was debated and co-produced with the staff team, so that the service has overlapping shifts which have improved handovers and care for everyone. It meant that staff felt included and heard, and supported team spirit, improving efficiency.

Posters relating to CQC and the rights of whistle blowers were displayed. These were also seen in the staff handbook given to all workers when they start induction at the service.

Staff gave positive feedback about the management team, saying that they worked well together, were a visible presence, approachable and people said that they felt comfortable speaking with them on any subject. The recent introduction of the deputy manager role was seen as positive as it supported with governance and administration as well as enabling a greater resource for staff to approach if they needed to discuss potential actions.

The culture at this service was very open and honest, creative and supportive.

The staff were proud of the service, speaking positively about each other as individuals and collectively; this was evidenced by the low staff turnover rate, with staff telling us they had worked at other services, and this was the best in their experience.

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.

Staff files including recruitment records, supervision and appraisal records were all consistent, with equal access to training and development demonstrated well. Staff told us that their individual development was discussed during updates, with some training for everyone and some specific based on people’s needs.

The staff were from a diverse range of backgrounds and protected characteristics; there was good evidence of an approach that valued diversity was in effect at all levels, representative of the wider community. Team meetings were held regularly; one was observed at which the manager supported staff as there had been a bereavement in the home. Staff told us that they felt comfortable to be their genuine selves at work. Good working relationships were observed, with staff seen to be respecting each other, using first names, very professional but friendly and inclusive. Staff seemed to know each other well and were able to communicate with sensitivity on a difficult day, without their being an impact on people’s experience.

We did not look at Governance, management and sustainability during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Partnerships and communities during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Learning, improvement and innovation during this assessment. The score for this quality statement is based on the previous rating for Well-led.