Parkfield Grange

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

Caring – this means we looked for evidence that the provider involved people and treated them with compassion, kindness, dignity and respect.

This is the first assessment for this service. This key question has been rated good.

This meant people were supported and treated with dignity and respect; and involved as partners in their 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 always treated people with kindness, empathy and compassion and respected their privacy and dignity.

We observed kind and positive interactions between staff and people. The management team regularly observed staff practice, including mealtimes, activities, , and completed dignity audits to help ensure people were treated respectfully and received person-centred care. Staff were encouraged to learn about people's backgrounds, wishes and life histories, with relatives actively involved in care planning and reviews.

There was evidence of staff responding compassionately to people's changing needs. For example, following a series of falls, staff worked with healthcare professionals to explore possible causes and identified unmanaged pain as a contributing factor. Care plans and risk assessments were updated, referrals were made to appropriate healthcare services and pain monitoring tools were introduced. As a result, the person's falls reduced, and their wellbeing and quality of life improved. The service also promoted a caring culture and meaningful relationships. People were involved in celebrations and social events within the home, helping them feel valued, included and connected to those around them.

The provider treated people as individuals and made sure people’s care, support and treatment met people’s needs and preferences. They took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

The assessment identified positive examples of person-centred care; however, some care records contained generic information on people’s medical conditions and would have benefitted from more detailed guidance. The registered manager recognised this and had already begun strengthening care documentation. Despite this, care plans generally reflected people's personal histories, preferences, daily routines, likes and dislikes, and what was important to them. Staff were able to describe people's individual needs and understood what helped people feel comfortable, maintain their wellbeing and reduce distress. The service encouraged people and their relatives to share their wishes, preferences and choices, and assessments completed before admission considered cultural, religious and lifestyle needs alongside health and care requirements. Feedback from relatives also reflected a personalised approach to care. One relative told us, “Absolutely kind and caring, very compassionate, treat [person] as an individual.” Another said, “Very kind and patient staff, show [person] dignity and respect always, treat [person] as an individual.”

People were supported to maintain their independence and take part in activities which reflected their interests and preferences. The registered manager described how people were involved in gardening activities, trips to garden centres, community events and celebrations within the home. The service had also undertaken work to improve the experiences of people living with dementia, helping staff focus on what gave people purpose, meaning and enjoyment rather than providing task-focused care alone.

The provider promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing.

People were supported to maintain their independence and have choice and control over their daily lives. Care plans contained personalised information about people's preferences, communication needs, interests and the support required to help them achieve their goals. Staff encouraged people and their relatives to express their wishes and preferences, and these were reflected in care planning and regular reviews.

The service supported people to make decisions about their care, treatment and everyday experiences. Where appropriate, people were supported to manage aspects of their own care, including self-administering medicines. People's cultural backgrounds, personal preferences and individual circumstances were considered when planning support.

The provider listened to and understood people’s needs, views and wishes. Staff responded to people’s needs in the moment and acted to minimise any discomfort, concern or distress.

Systems were in place to monitor call bell response times and identify any delays in providing support. Leaders reviewed call bell data, sought feedback from people and discussed outcomes during clinical meetings to help ensure people received assistance when required.

People and relatives told us staff were responsive to their needs. One person said, “I never use my call bell but I’m sure staff would come quickly if I needed them.”

The provider cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care.

The provider supported staff to develop and succeed in their roles through structured induction programmes, ongoing training, qualifications and development opportunities. Leaders adopted a supportive approach to performance management, working with staff to identify any barriers to effective practice and providing additional guidance, coaching and training where needed.

Staff spoke positively about the support they received from management. Senior staff described feeling well supported in their roles and valued by the management team. Leadership arrangements helped ensure staff had access to guidance, oversight and opportunities for professional development. Staff also received specialist training, including dementia care training, to help them meet the needs of people using the service.

The service encouraged staff involvement through regular meetings, open communication and opportunities to contribute to service development. The service promoted an inclusive culture where people and staff were encouraged to build positive relationships. People were involved in celebrating important events and occasions, including contributing to activities and creating handmade gifts for others within the home community. This reflected the positive relationships within the home and demonstrated how the service promoted a supportive and inclusive working environment.