Parry Healthcare Wiltshire

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

Responsive – this means we looked for evidence that the provider met people’s needs.

At our last assessment we rated this key question Requires Improvement. At this assessment the rating has changed to Good. This meant people’s needs were met through good organisation and delivery

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 made sure people were at the centre of their care and treatment choices and they decided, in partnership with people, how to respond to any relevant changes in people’s needs.

People’s care plans were person centred. For example, we saw records for a person who could be more disorientated in the mornings, details were clear and guidance was available for staff to enable them to support the person in the mornings to ensure they had time to take on information that was being provided.

We saw records that held comprehensive information about how people wanted their support delivered and how they wanted staff to perform tasks. For example, care records contained details of a person’s use of assistive technology to communicate their wishes and make choices,

Staff we spoke to told us how they supported people in a person-centred way. One staff member explained a person’s preferences with their breakfast and how they adapted support dependent on the persons frame of mind that day. They told us

“I adapt to respond to how [person] is feeling that day”. This meant staff had the guidance and knowledge of people to ensure they provided person centred care.

We spoke to people and their relatives. One person told us, “They always ask if there is anything else they can do”. This meant that people were offered the choice to adapt their support to meet their preferences and wishes.

Theproviderunderstood the diverse health and care needs of people and their local communities. Care was joined-up, flexible and supported choice and continuity.

Staff and leaders kept professionals up to date with any concerning information about a person’s wellbeing. They were also invited to care reviews, which enabled coordinated and improved support for the person to be implemented.

Leaders were knowledgeable about people’s diverse health and social care needs. They gave examples of these and explained how other professionals were involved to ensure the person’s wellbeing. For example, leaders described one person who had a dependency. They said they regularly liaised with other professionals about this, and provided addition support to the person to ensure continuity of care was being provided.

People told us the service worked well with other professionals when needed. This included local GP surgeries, occupational therapists, social workers and pharmacies.

Staff liaised with people’s relatives once consent to do so had been sought. Supportive measures included leaders looking up travel disruptions so that care continuity was least affected. This was especially useful for people who required time sensitive support.

The provider supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs.

Care records contained details of people’s preferred communication methods. For example, where electronic equipment was required by a person to communicate, this was clearly noted in the persons care plan. The Registered Manager told us how they can provide written information in large print for those who prefer this.

People and their relatives generally said communication was good between the service. Comments included. “[registered Manager] calls in regularly to see how things are”. This meant people were given the opportunity to receive information in the way that suited their needs.

The provider made it easy for people to share feedback and ideas, or raise complaints about their care, treatment and support. Staff involved people in decisions about their care and told them what had changed as a result.

The provider had a complaints policy, complaints were recorded, and these records contained details of actions taken and lessons learnt.

During our visit the Registered Manager told us about a complaint they had received from a person they supported. As a result of this complaint the registered manager had completed an action plan, this plan detailed the actions taken to address the concern raised. The registered manager had met with the person and their relatives in order to fully identify areas of concern and agree actions to address these. The identified actions were monitored by the provider to ensure that measures were sufficient. This meant people’s views and concerns were listened to.

One person told us “I don’t like it when someone new comes without an introduction. I mentioned this, they listened and it hasn’t happened again” and “[Registered Manager] calls every couple of weeks to get feedback and points for improvement”. This meant people were given opportunity to be involved in their support and their concerns and opinions were listened to and actions taken.

Theprovidermade sure that people could access the care, support and treatment they needed when they needed it.

Assessments covering the accessibility of people’s environment? and whether any adaptations, equipment or referrals to occupational therapists were needed, had been completed.

People could choose who they wanted to support them for their care. If additional support was needed, the provider ensured staff were made available for this. For example, one person we spoke to told us, “They listen to my preferences of staff when planning the rota. I couldn’t be happier”. This meant people were supported in an equitable way.

Further, when a person’s needs increased, the provider ensured additional staffing was available. These adjustments meant the provider was ensuring an individual approach to ensure all people received a service that was holistic in its approach. The staffing roster was arranged flexibly to support people’s needs.

Staff and leaders actively listened to information about people who are most likely to experience inequality in experience or outcomes and tailored their care, support and treatment in response to this. Staff had completed training in equality and diversity. The staff and people we spoke to did not raise any concerns about discrimination. Staff we spoke to told us they had been supported by the registered manager when they had felt discriminated against whilst undertaking their duties. Comments included “The organisation is very good with equality, diversity and inclusion” and “I have no concerns”. People told us that they could find common ground with their carers. One person told us “we talk about culture”. The registered manager confirmed that there was an equality and diversity policy and every one was treated equally. This meant the provider focused on people’s experiences and strived for equality

People were supported to plan for important life changes, so they could have enough time to make informed decisions about their future, including at the end of their life.

Care records included details of people’s choice and plans for care they wished to receive at the end of their life.

Staff had received training for end of life care. This meant staff had the knowledge they needed to enable them to support people at the end of their lives.