Parkville Care Centre

On this page

• Overview
• Person-centred Care
• Care provision, Integration and continuity
• Providing Information
• Listening to and involving people
• Equity in access
• Equity in experiences and outcomes
• Planning for the future

At the lasted rated inspection this key question was rated as requires improvement. At this inspection the rating has improved to good. This meant people’s needs were met through good organisation and delivery. The management team ensured everyone could access the care, support and treatment they need when they needed it. Care planning was person-centred. The registered manager and staff ensured everyone could access the care, support and treatment they need when they need it. People were at the centre of their care and support. Information was available in a variety of formats and in a way they could understand. Whilst we were there the senior management team had strengthened the way staff engaged with people’s whose first language was not English. They worked with the people’s relatives to find out individual’s views but had asked them and local communities to work with staff to learn common phrases. Also, they had asked local communities if they would come and spend time with people chatting in their first language. The registered manager understood the diverse health and care needs of people and their local communities. They aimed to provide care, which is joined-up, flexible and supports choice and continuity. The staff strongly advocated keeping people at the centre of their care and treatment choices. They decided, in partnership with them, how to respond to any relevant changes in their needs. People felt the registered manager and staff listened to them and acted on any concerns. People knew how to raise a compliant and found action was taken when concerns were expressed. The systems in place made it easy for people to share feedback and ideas or raise complaints about their care, treatment and support. The provider had systems in place to support people to plan for important life changes, so they can have enough time to make informed decisions about their future, including at the end of their life.

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 and relatives found care and support was personalised and responsive to their individual needs. People told us their care needs were regularly reviewed and changes were made when needed. One relative said, “I do feel as involved as I can be. I know that if I had any concern, I could bring it up with any of the staff there and vice versa. I know that if they were concerned about anything they would ring me or speak to me when I next when in.”

Staff ensured they consistently provided care and support, which was tailored to each person’s needs. A staff member said, " Staff are encouraged to embrace teamwork and passionately care for residents. Staff are always available to cater to the needs of residents around the clock. We make sure residents have a say in what their care plans have in them, where possible so do family members."

People appeared happy with the service and we saw staff worked with people in a person-centred manner.

People received well-coordinated and consistent care from staff who knew them well. One person said, “The girls are great and do know me well.”

Staff told us they were given clear guidance and training around how to support people, recognise changes in their needs and when to contact external healthcare professionals. Staff understood when people required support to reduce the risk of avoidable harm.

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

Information was available to share between services, as needed, which covered people’s care and treatment needs. Staff had ensured care plans contained pertinent information about people’s needs and preferences and used these to provide appropriate care for each individual.

People told us they received information in a format, which suited their needs.

Staff were aware they could provide information in different ways and tailor these to suit people’s needs. Communication plans were in place. We discussed communication passports for people whose first language is not English. Staff had ensured this was recorded in people’s care records and the management team immediately strengthened them by establishing links with local communities and the families to provide people with more opportunity to speak with people who were fluent in their first language.

Since 2016 onwards all organisations that provide publicly funded adult social care are legally required to follow the Accessible Information Standard (AIS). The standard was introduced to make sure people are given information in a way they can understand. The standard applies to all people with a disability, impairment or sensory loss and in some circumstances to their carers. The provider, management team and staff understood the AIS requirements and had made sure appropriate communication tools, such as large print were, in place to meet people’s needs.

People shared their positive experience of the service. They found the registered manager was approachable, listened to their views and acted upon them. A person said, “I have no complaints at all.” Relatives had found differences in how concerns they raised had been responded to but found the new management team were more approachable and addressed any issues they raised. They found there had been instability in the management team and this had led to lack of visibility. This was improving now a new registered manager was in post. A relative said, “The new management team are very approachable, and you do feel that you are being listened to. They take any concerns raised genuinely. However, before they arrived things were not done, and I constantly had to chase them up to get things dealt with.”

Staff made sure people always had the opportunity to share their views about how the care package was working for them. Staff understood the provider’s complaints procedure. They were encouraged to gather people’s feedback and treat any concern as a complaint, as they found the provider wanted to ensure the service was always developing and improving. The management team used all feedback to assist them improve the quality of care.

A complaints procedure was in place. People and relatives knew how to raise concerns and did so when needed. There were processes in place to make sure any concerns were investigated, and lessons were learnt from them. People were involved in decisions about their care. When a compliant was raised the quality improvement manager had thoroughly investigated them and taken action to ensure any required improvements were made. The management team valued feedback they received as they wanted the service to be constantly improving.

People were supported by staff who knew how to meet their needs. Relatives told us that when the service had been approached to support their loved on the assessment was done in a timely way.

Staff understood how to ensure people had access to equitable to health and social care services.

Care professionals found staff understood how to meet people’s diverse needs and ensure care provided was joined up.

The provider had a clear process for accepting referrals and this detailed the level of support the teams could offer. The service received requests to support people from a variety of sources such as social workers, family members and hospital teams. The staff made sure care records detailed how to access care and support people might need. They made sure care records contained pertinent information about people’s needs and preferences, which supported staff to provide appropriate care.

People told us the staff actively sought out and listened to information about their experiences and what their aspirations were for the care package.

Staff tailored the care, support and treatment provided in response to people’s wishes and expectations.

The management team understood the diverse health and care needs of people and their local communities. They aimed to provide care, which is joined-up, flexible and supports choice and continuity.

We found staff worked with people to understand their wishes for the future and this was detailed in support plans.

Staff had received training in planning for and providing end of life care and were aware of best practice. The provider promoted a positive, person-centred culture. Staff put people’s needs and wishes at the heart of everything they did.

The provider had ensured policies and procedures were in place around providing care for people reaching the end of their life. Where people wanted to discuss their end of life wishes, these were included in the care records.