Priory Park 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 80 (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.

Staff across the service showed a caring attitude and we observed positive and valuing interactions from all staff including cleaning and maintenance staff.

One relative told us “We are extremely happy with the care [person] is receiving. They are cared for with respect, love and kindness and as a family we can’t ask for more than that.” Another stated that they regarded Priory Park as part of their extended home as they are always welcomed when they visit.

Staff respected people’s right to privacy, and documentation in care plans and positive behaviour plans promoted independence and detailed how to provide dignified support in relation to sexuality and maintaining privacy.

Staff told us their workload was manageable, and they had sufficient time to provide care without rushing individuals and we observed them working well together, swapping staff to provide care where needed to reduce distress.

Professionals told us staff were welcoming and supportive, and they were always treated warmly and professionally when they visit the home.

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.

Staff used positive language about people, both in practice and when recording notes in the care records.

Staff were able to spend time with people, and interactions were not just task lead. Staff knew people’s needs and preferences well; care plans were full of detail including information regarding people’s backgrounds and personal histories.

A person told us, “As the care goes, it’s 100 percent”. The manager shared examples with us of events that had been planned for individuals that truly acknowledged people’s goals and dreams. For example, a visit by horses, a circus themed party and a full wedding held at the home, including service and reception.

The home had arranged for person centred trips and activities, such as a visit to the home by 2 full sized horses at the request and enjoyment of a resident who had been a previous showjumper, they also arranged a trip to Blackpool Tower Ballroom and individuals enjoyed a dance and the opportunity to reminisce on fulfilling memories from the past.

Day to day activities included baking/arts and crafts. These activities were documented as impacting positively on self-esteem and the home described baking as “improving mood, engagement and cognitive stimulation. Baking is a form of non-pharmacological symptom management that has a positive effect on a person’s quality of life”. The home was keen to provide brain stimulation and to discourage withdrawal and the activities we saw evidenced this.

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

We observed people being encouraged to make decisions for themselves including what to eat and where they wanted to eat it, or when to bath or shower.

People were able to enjoy visits from friends and relatives whenever they wanted with no restriction on visiting times, relatives shared that care at the home is truly person centred and adapted to each person.

Staff training included Dementia and Communication to assist in them providing good quality care.

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.

We observed staff responding immediately to signs of distress before it escalated. A person began rocking in a lounge area, staff identified this behaviour as a sign they were becoming agitated and intervened positively by offering a cup of tea and singing a song.

Staff could describe people’s needs, preferences and individual behaviours, and how best to respond to them

People told us, “I don’t hear bells ringing continuously, and if I need help, I don’t have to wait”

Regular health checks assisted the nursing staff in seeking medical help promptly. The home worked closely with a GP service who had a weekly ward round they stated “I feel confident in their escalation to me if they feel there is genuine concern”

To support a resident unable to attend a planned wedding due to their health, the home recreated the event’s menu to ensure they didn’t miss out. Recognising they were feeling low, the manager also provided dedicated one-to-one time to offer emotional support and comfort.

The provider always cared about and promoted the wellbeing of their staff and was exceptional at supporting and enabling staff to always deliver person-centred care.

There was a staff room including vending machine, fridge and microwave so staff could take breaks in private. To futher recogise the hard work of staff the home celebrated employee of the month and a weekly raffle in which all staff had the opportunity to win a token gift.

Staff told us they felt valued by management, saying, “Managers are visible and I can speak with them” and,“I feel appreciated, the employee of the month is a good incentive”. Several staff told us their workload was manageable and they were able to share tasks amongst the team. A staff member descibed the management team as a source of support, and that staff meetings were worth attending and gave them an opportunity to give their opinions on changes.

The deputy manager had adapted their shift and went in early on 2 days to ensure that both teams of night staff had access to a manager for observation and support. As a result of a staff survey night staff inclusion was improved and the home ensured that night staff were included in the special events in the home, such as parties for Halloween and Christmas, and several times pizzas have been purchased for them as a thankyou. This had a huge impact on their wellbeing.

By staff having access to enhanced management support and a range of incentives and tokens of appreciation, they felt appreciated and the culture at the home was extremely positive.