Park House

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 ‘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 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.

Staff were able to demonstrate an understanding of the provider’s ethos and values. The latter were discussed during staff supervisions, staff meetings and referenced within the provider’s monthly newsletter.

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 do so with integrity, openness and honesty.

The registered manager understood the importance of their role and responsibilities. They demonstrated a commitment to providing good care for people using the service, providing support to staff employed within the service and ensuring continued compliance with regulatory requirements was maintained. All relatives spoken with were positive about the management of the service. A relative told us, “I thought the staff team were good before [previous management team], the new registered manager arrived, but now, they are very good. They [registered manager] are very responsive to issues raised.”

The registered manager told us they felt valued and supported by the organisation.The registered manager confirmed they received regular formal supervision from the regional manager and had a good rapport and relationship with them.

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

Staff told us they felt confident to raise an issue or concern. Staff had access to twenty-four hours a day, seven days a week, counselling and advice service. An annual staff survey was conducted in August 2025, to enable employees to share their experience of working at Park House. Staff participated in regular team meetings, where staff could raise concerns or make suggestions about the day-to-day operation of the service.

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.

There was a diverse workforce at the service, with staff employed from a wide range of backgrounds, cultures, and experiences.Staff told us they were treated fairly, felt supported and valued. Staff spoken with confirmed there were opportunities to discuss their development through formal supervision and appraisal. Staff reported strong teamwork within the service, and survey results showed that the majority of staff would recommend the organisation as a place to work.

The provider understood the importance of having a fair and inclusive workplace for all staff to work in. Staff received relevant training to inform their knowledge and understanding of equality, inclusivity and fairness in the workplace.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver high-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 providers quality assurance arrangements monitored the experience of people being supported through its internal auditing processes. This information was used to help the provider and registered manager drive improvement, including the monitoring of trends and lessons learned each month. In addition to the above, an external audit had been completed in September 2025, based on the Care Quality Commissions key questions and quality statements with the Single Assessment Framework. A positive overall rating was achieved. Robust arrangements were also in place to examine and analyse key data, for example, accidents and incidents, the incidence of safeguarding concerns, compliments and complaints, staff vacancies and medication errors.

Services that provide health and social care to people are required to inform the Care Quality Commission, (CQC), of important events that happen in the service. This enables us to check that appropriate action had been taken. The provider and registered manager understood their responsibilities to submit statutory notifications to the Care Quality Commission as required.

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.

The provider 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 contributed to safe, effective practice, enabling people to enjoy a full life.