Parkville Care Centre

On this page

• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

At the lasted rated inspection this key question was rated as good. At this inspection the rating has remained good. This meant people were supported and treated with dignity and respect; and involved as partners in their care. People appeared very at ease with staff. People told us staff treated them with dignity, kindness and they felt staff really cared about them. Staff were aware of people’s needs, views and wishes and these were responded to appropriately and in a timely manner. They sought people’s views about how to support them and, when appropriate, relatives were included in discussions about the support being offered. Processes were in place to take account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics. People reported staff promoted their rights, choices and independence. Since coming into post the management team had been closely monitoring the care being delivered to make sure people were appropriately supported. They also ensured staff well-being was maintained and they had adequate support to deliver the service. Staff were extremely positive about the management team and how well supported they felt. They described how their work was routinely praised and recognised by the new management team. They discussed the positive differences the management team had made as well as the previous difficulties they had faced. All felt confident they could deliver the service in line with expected best practices and their ideas were valued.

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.

People told us they received kind, respectful and compassionate care from staff, who used positive, respectful language. One person said, “The staff are just wonderful.” Relatives said, “They have always looked after [person’s name] well and they have been brilliant in that way.”

The management team monitored staff practices to ensure they worked with people in a kind, caring, compassionate and dignified manner. Staff talked with passion about ensuring they worked with people in a kind, caring, compassionate and dignified manner. Staff reported they were supported to deliver person-centred care, how they had the time and were able to deliver support tailored to each individual. A staff member said, “I absolutely love my job, the residents are my second family. My job it’s so rewarding, as the staff are so lovely and they always put residents first and we always try to give them the best possible care.”

External health and social care professionals had not received any concerns about the way staff worked with and treated people.

People appeared happy with the service when we observed their care. We went to the service on different days and saw staff worked in a consistent manner. We found staff on all the units worked with people in a sensitive, caring and considerate manner. They took the time to support people understand what was going on and find out what they needed.

People told us staff treated them well and valued them. One person said, “They really make me feel like I am part of a big family.” Relatives felt staff showed genuine interest in people’s well-being and were helping them to achieve a good quality of life. A relative said, “The carers are lovely, and I wish [person’s name] had been in this care home from the beginning.”

Staff treated people as individuals. They discussed how they worked with people in a person-centred manner and tailored their approach to match to individuals wishes. A staff member said, “The residents are my priority and I want them to get the best out of each day.”

We saw staff took the time to chat to people, as if they were speaking to friends they had known for years. They discussed topics from people’s lives and valued the conversations they were having, which really encouraged individuals to engage in the conversations and share their experiences.

The provider had systems in place to ensure staff delivered person-centred care with people having choice and control regarding how staff met their needs. The management team completed audits and checks to make sure these aims were met. The service delivered person-centred care with people having choice and control regarding how staff met their needs.

People were supported to make choices; their independence was promoted, and they were supported to make decisions about how their care needs were met. A relative said, “They are really interested in [person’s name]. They know [person’s name] likes animals. They are always interested in talking to me about [person’s name] history, and they certainly seem keen to know them well.”

Staff understood people had the right to have choice and control over how their care needs were met. Support plans detailed how people communicated. We discussed communication passports and plans for people whose first language is not English. On raising about how well people might or might not be able to converse in their first language the management team immediately established ways to work with families and local community so staff could have different ways of finding this out.

People appeared happy with the service and were routinely engaged in activities they were enjoying when we visited. Staff consistently encouraged individuals to make choices for themselves.

The provider had made sure systems and processes were in place to ensure the service delivered person-centred care where people had choice and control over how staff met their needs. Staff had ensured care plans contained pertinent information about people’s needs and preferences to enable staff to provide appropriate care.

We did not look at Responding to people’s immediate needs during this assessment. The score for this quality statement is based on the previous rating for Caring.

Prior to the inspection staff had contacted us to discuss difficulties they faced with the management team who had been in post. During our visits staff discussed the positive differences in the work environment since the recent changes to the management team as well as the previous difficulties they had faced. All felt confident they could readily improve the service and their ideas would be valued. A staff member said, “I have had quite a few managers over the last few years and have only known [registered manager] and the deputy since they started at Parkville but I have known [quality improvement manager] since they started working for Prestige. I get on well with them. I find them approachable and supportive if I have any issues.” Staff told us the management team valued each staff member equally because of the expertise and experience they brought to the team. They confirmed the working environment fostered effective teamwork and supported each person’s well-being. A staff member said, “It had been a bit rough before the management team step in. However, since than things have greatly improved, and the new manager is really approachable. I think we are going in the right direction to get back to our previous levels. However, we have always made sure people are looked after well.”

The provider ensured staff had the skills and knowledge to carry out their role effectively. Staff completed training in relevant areas to ensure they could carry out their role safely and competently. Staff supervisions were being completed in line with the company policies and expectations. They were investing in staff development to provide a progressive and expert workforce. The management team actively encouraged and supported staff to complete personal and group development. They were a constant advocate of self-reflection and improvement.