South Park Residential 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 that leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture. At our last inspection we rated this key question requires improvement. 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 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 supported by the registered manager to deliver consistently safe, person-centred care and support to people in line with the provider’s vision and values for the service. They had a clear vision for the service and told us they routinely used individual and group meetings to remind staff about the provider’s underlying core values and principles.

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.

The service had a new suitably skilled and knowledgeable registered manager in post. The feedback we received from people about how the registered manager was positive. A relative told us, “I'm very happy with the new manager as she keeps me informed about my [family members] care. I can’t fault her approach. She’s always coming up with innovative ideas and asking for our input.” An external care professional added, “[Registered manager] has been in a post since June 2024. The people living at the care home described her as being very caring and competent when I visited.”

Staff were equally complimentary about the leadership approach of the registered manager who they consistently described as effective, professional, and friendly. One member of staff told us, “I have every confidence in the new [registered] manager. She has done so many things in a such a brief period of time to make the care home a much better place for people to live or work in.” Another member of staff added, “For me the new [registered] manager is always firm but fair with us. The best manager I’ve worked with at the care home and I’ve worked under a few here in my time.”

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

The registered manager encouraged a more open and transparent culture where people living at the care home, their relatives, external health and social care professionals and staff were encouraged to raise concerns and without fear. The provider used a range of methods to gather people’s views about their experiences of living, visiting or working at the care home and what they do well or might do better. This included regular individual and group meetings with people and satisfaction surveys. People told us they felt comfortable raising concerns with the registered manager and felt listened to. A member of staff said, “We can have our say and make suggestions about how we might improve the service we provide people through regular supervision and meetings with the registered manager. Another member of staff added, “I feel more confident about speaking up these days and find the new registered manager very approachable and a good listener.”

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 were positive about the leadership approach of the registered manager who they said treated them fairly. Staff told us there views were now respected by the manager [registered] and they felt like valued members of the team. One member of staff remarked, “I’m no longer stressed and sad when I come to work. The new [registered] manager has created a more tranquil and calm home which is a pleasure to work in.”

The registered manager understood the importance of having a fair and inclusive workplace for all staff to work in. Staff were provided support through relevant training and supervision to inform their knowledge and understanding of equality, inclusivity and fairness in the workplace.

The service now 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 act on the best information about risk, performance and outcomes, and share this securely with others when appropriate.

At this assessment we found enough improvement had been made by the provider to ensure they now operated their established governance systems effectively. The provider had developed and fully implemented their improvement plan which addressed all the issues of concern we identified at their last assessment. This included improving, their fire safety arrangements, interior design and décor of the environment, social activities programme, and, how they maintained records they were required to keep.



The quality and accessibility of information recorded and maintained on people’s care records had improved since our last assessment as the provider had introduced a new electronic care planning system. All the electronic care and risk management plans we looked at, including fluid and weight chart records, were well-maintained and contained sufficiently detailed, up to date and accurate information.

The overall quality and safety of the service people living at the care home received was being routinely and effectively monitored by the registered manager and staff. The provider regularly conducted audits and checks, the outcomes of which were routinely analysed to identify issues, learn lessons and develop action plans to improve the service they provided people. An external care professional told us, “The home is now well-organised because they have effective leadership and good governance systems in place.“

The registered manager understood their responsibilities in relation to their regulatory requirements around notifiable incidents. Our records told us that appropriate, timely notifications were made to the CQC.

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 shared information and learning with partners and collaborated for improvement. The registered manager and staff told us they worked closely with various external health and social care professionals and bodies who they regularly consulted and welcomed their views and advice. External health and social care professionals confirmed this when they explained they had only positive experiences of working with this provider. One said, “The service is always very responsive to all correspondence and provides quality assurance documents to the local authority in a timely manner. The new owner attends all the meetings we invite him to, and he listens and oversees any issues we might raise with them.”

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.

The registered manager recognised the importance of learning lessons and continuous improvement to ensure people living at the care home received good quality, safe care and support. The registered manager told us all the audits and checks the provider conducted were routinely analysed to identify performance shortfalls and learn lessons, so the service could continuously improve. Staff confirmed information about any lessons learnt were always shared with them during individual and group supervision meetings with their line managers.