Parkview Care Home

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.

At our last assessment we rated this key question good. At this assessment the rating has remained good. This meant people were supported and treated with dignity and respect; and involved as partners in their care.

This service scored 70 (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. Staff treated colleagues from other organisations with kindness and respect.

We observed staff treating people compassionately in a familiar manner who spoke about the importance of respecting people’s dignity. People told us they had positive experiences at the service and had built professional relationships with staff. A person said, “The staff are all nice here and get to know us.” A professional said, “I’ve observed positive and respectful relationships between staff and residents when I visit the service.” During conversations staff described how they support a person’s specific health need in a way that showed compassion and respect for the persons dignity. A staff member said, “Respecting people is important because it affects their mental health and wellbeing.” A relative commented, “Staff are brilliant never had an issue.”

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.

People were involved in shaping their care. Discussions about people’s needs and preferences had taken place led by people receiving support. Staff described how people had made progress with their aspirations around social skills. A staff member said, “I have seen people grow and widen their experiences, it’s really nice to see.” A person said, “I have goals, the staff are helping me work on them.”

The provider did not always promote people’s independence, so people did not always know their rights and have choice and control over their own care, treatment and wellbeing.

Whilst people expressed general satisfaction with their choice and control in daily life and the support they received, we identified an example where people’s stock of treats such as crisps and biscuits were kept in a box in the staff office. This meant people had to request these treats from staff impacting their control and independence. We did not see evidence in care documents that alternative methods had been tried such as having access to a daily number of items for people to manage themselves. People expressed they would like more autonomy over these snacks. We raised this with the registered manager who subsequently removed the restriction.

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.

People told us staff understood their needs expressing satisfaction with how these were being met. A person said, “Staff check if I need anything. If I’m feeling a bit down, they talk to me and suggest things that might make me feel better.” A staff member said, “We have information about people in their care plans, and we get to know them so we can see changes.” Staff had received training in first aid supporting them to respond effectively during a health emergency.

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

Staff gave consistent feedback about the support they received from the registered manager. Comments included, “The managers are brilliant” and “[Registered manager name] is very helpful I can go to her and the deputy manager for support. When I raise issues, they get resolved.” The provider had given staff training in people’s specific needs helping enable the workforce to fulfil their roles. This included training in managing anxiety and positive behavioural support, the registered manager monitored training levels within the team helping to ensure staff had the skill set needed to deliver people’s care. A staff member said, “It’s been a learning curve for me, the training and shadowing shifts helped me get to know the residents and gave me confidence to do the job.”