Fieldhead Park

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 Inadequate. At this assessment, the rating has changed to 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 clear vision, strategy, and culture built on transparency, equity, equality,

human rights, diversity, inclusion, and engagement, while addressing challenges and the needs

of people and their communities. Leadership was visible, approachable, and responsive.

Fieldhead Park’s vision and values were well understood and reflected in staff practice. Leaders

fostered a positive culture focused on person-centred care, safety, and continuous

improvement. Staff spoke positively about the home’s ethos and expressed pride in their work.

One staff member said, “Staff morale is high. It is positive, engaged, motivated, which has led to

increased productivity and great teamwork.”

The provider had inclusive leaders at all levels who understood the context in which they delivered care, treatment, and support, and embodied the organisation’s culture and values. Leaders possessed the skills, knowledge, experience, and credibility to lead effectively, acting with integrity, openness, and honesty. Managers responded promptly to concerns and provided effective support to staff. People and relatives told us they felt confident in the leadership team, and staff described leaders as fair and compassionate. One staff member said, “I am well supported in my role, and any questions or queries I have been welcomed from other team leaders, management, and higher management.” Another added, “Staff morale right now is fabulous. We had a slump earlier in the year—they happen every now and then, staff have lives too—but right now it's great. We are all learning more about each other and communicating better. We have had silly dress-up days and culture days where staff brought foods from wherever they're from in the world and dressed up. I think people feel more included and valued.”

The provider fostered a positive culture where people felt they could speak up, and their voice

would be heard. Staff felt able to raise concerns and were confident they would be listened to.

Whistleblowing was encouraged, and policies were in place to protect staff who spoke up. Staff

told us they felt safe to challenge poor practice and were supported when they did. One staff

member said, “I can raise anything and feel listened to, action is taken, we have made some

positive changes, and this home is a lovely open and honest place to work.”

The provider actively promoted diversity within its workforce and worked to create an inclusive,

fair culture that supported equality and equity for all staff. Equality, diversity, and inclusion were

embedded across the service, ensuring everyone was treated fairly and supported regardless of

background. Training was provided to raise awareness of inclusive practices, and staff

demonstrated a clear understanding of the importance of respecting individual identities. Team

members told us they felt valued and accepted.

The home celebrated a range of occasions throughout the year, such as VE Day, Culture Day,

and St Patrick’s Day, reinforcing its commitment to inclusion. One staff member shared, “I have

been encouraged to talk about my own culture and what it means to me. The management team really supports us to share our stories.”

The provider had established clear roles, responsibilities, and systems of accountability

supported by strong governance arrangements. These frameworks ensured the delivery of high-

quality, sustainable care, treatment, and support. Decisions were informed by accurate data on

risk, performance, and outcomes, which were shared securely when appropriate. Governance

processes were robust and subject to regular scrutiny.

The registered manager introduced SharePoint and implemented trackers to monitor actions

and progress effectively. Records were well maintained and routinely checked, and regulatory

requirements were understood and met. Clear lines of accountability were in place, and staff

knew who to approach for guidance. Sustainability was embedded in planning, including

staffing, resources, and service development.

The provider recognised their responsibility to collaborate and build strong partnerships,

ensuring services operated seamlessly for people. They shared information and learning with

partners and worked collectively to drive improvement. Collaboration extended to families,

professionals, and the wider community, with staff liaising effectively with healthcare teams,

local groups, and advocacy services to support people’s wellbeing. Individuals were encouraged

to maintain community connections, and relatives spoke positively about this, saying, “We can

see videos and photos of what [name] does on Facebook. They do artwork, dominoes, and

dancing. The activities person is tremendous. They bring in animals and visit highland cows.”

Events such as the Annual Summer Fayre and celebrations for VJ and VE Day brought together

people, families, and the wider community, promoting inclusion, reminiscence, and

intergenerational engagement.

The provider demonstrated a strong commitment to continuous learning, innovation, and improvement across the organisation and local system. They encouraged creative approaches to delivering equality of experience, outcomes, and quality of life for people. Since the last inspection, the provider had acted on feedback and implemented positive changes to governance systems and record-keeping. Learning from incidents, accidents, and complaints was embedded through internal processes, with improvements applied directly to the delivery of care.