Goldenpark Nursing 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

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 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 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 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 management team were committed to providing a person-centred and inclusive environment. People and their relatives were actively encouraged to participate in the development of the service through residents’ meetings and other engagement opportunities.

The provider also shared their statement of purpose, highlighting a dedication to offering personalised care and support that was thoughtfully adapted to meet each person’s unique needs.

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.

People, staff and relatives were complimentary about the leadership team within the service. One relative told us the manager was approachable and they felt confident any concerns raised would be addressed promptly. We were told they were approachable, supportive, responsive and visible in their day-to-day interactions. A member of staff told us the registered manager regularly walked around the home, engaging meaningfully with both residents and staff.

The provider fostered a positive culture where staff felt they could speak up and their voices would be heard. Staff reported feeling comfortable and confident they would be listened to. One staff member said, “The registered manager was approachable, supportive, and operated an open-door policy.” A whistle-blowing policy was in place and readily accessible to all staff members, ensuring transparency and accountability within the organisation.

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.

The staff team came from a range of diverse backgrounds, and all those we spoke with said they felt comfortable and welcomed within the service. No concerns were raised regarding equality or diversity. At the start of employment health questionnaires were completed by staff to identify any additional support needs, ensuring they were adequately equipped to carry out their responsibilities effectively.

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. Decisions were informed by reliable data on risk, performance, and outcomes, and relevant information was shared securely when appropriate.

Effective systems were in place to monitor quality and support ongoing improvement through regular, in-depth audits covering areas such as care delivery, record keeping, and health and safety. Lessons learned were constantly analysed and shared across services and used to enhance practice both at individual and organisational levels, including through daily note reviews and targeted staff feedback.

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.

We saw evidence of multiple professionals involved in supporting people’s care. For example, the local GP, physiotherapist, Speech and Language Therapist (SALT), occupational therapist, and social workers all played key roles. This ensured individuals at the service received timely and appropriate support from the right professionals.

The provider focused on continuous learning, innovation, and improvement across the organisation and the wider local system. They worked with people, relatives, and system partners to ensure learning was shared and plans to drive service improvements took a collaborative approach.

Senior staff actively promoted ongoing learning, innovation, and improvement across the service and wider system. Staff were supported to build on their skills and share their ideas, working together toward meaningful, positive change.

An effective quality assurance framework was in place. Audit findings were reviewed and used to develop and implement action plans to ensure sustained improvements.

Staff were encouraged to contribute ideas for service improvement. Staff told us they were regularly updated about the outcomes of audits, incidents, accidents, and safeguarding concerns. Staff felt valued and engaged in the improvement process and confirmed lessons learned were shared openly. This contributed to a culture of reflection, shared learning, and service enhancement.