Park View Care Home with Nursing

On this page

• Overview
• Shared direction and culture
• Capable, compassionate and inclusive leaders
• Freedom to speak up
• Workforce equality, diversity and inclusion
• Governance, management and sustainability
• Partnerships and communities
• Learning, improvement and innovation

Well-led – this means we looked for evidence that service leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture. We identified breaches of legal regulations. Governance was not always robust and policies and procedures were not always being followed. It was not always clear how learning, improvement and innovation was taking place in relation to service improvements. The service supported a positive culture and shared direction. Staff said they felt supported, though it was difficult to determine how effective the new management team would be due to historic issues. Staff spoke about the manager positively, and felt they were treated fairly and were able to speak up if they had any concerns, although the 2023 staff surveys had not been analysed. Park View Care Home With Nursing worked in partnership with other professionals. Appropriate healthcare professional were being involved when needed.

This service scored 57 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

Staff spoke about the visions and values of the service. One staff member said, “It’s on posters. Values are mentioned at meetings, every time.”

Posters were displayed around the home which implied the visions and values of the service. Policies were in place to support areas such as diversity and inclusion.

Although most staff told us they felt supported in their role and that the management were approachable and fair to all staff, due to the short space of time the new manager had been in post it was difficult to determine how effective the new management team would be. Not all staff felt they knew the management team/leaders well. The issues identified at this inspection had not been fully addressed by other leaders in the organisation prior to the current manager starting. One staff member said, “Yes – I can approach them with anything. I feel valued now. They say good morning, bye and thank you.” Whilst another staff member told us they didn’t know the provider.

Although we found the new management team approachable, compassionate and open throughout our inspection, due to the short space of time the new manager had been in post it was difficult to determine how effective the new management team would be, as some of the concerns identified were historic and inherited from the previous management. Although the service had managers in post, there has not been a registered manager for over 12 months. The current manager was going through the process of applying to become registered with the CQC, but due to technical issues with the CQC portal this has caused a delay.

Staff knew how to whistleblow and they felt confident to speak up should they need to.

The provider had a whistleblowing policy available to staff. Staff were able to raise any concerns in team meetings. Staff surveys were conducted in 2023 to gain staff feedback, however, analysis of this feedback had not been conducted and no actions had been taken. The manager told us they were planning on bringing in new surveys and would analyse the outcome and action any necessary feedback.

Staff told us they were treated equally and fairly in a compassionate way. They told us staff morale had improved since the new manager arrived, staff comments included, “(staff morale is) good now, because of the new manager coming in. She’s more approachable” and “(It’s) a lot better than it used to be.”

An equality and diversity policy was in place which set out how they tackle equality and diversity.

Staff told us they felt the management carried out regular checks on safety and standards of care. Concerns identified with governance and oversight demonstrated that the provider did not fully understand their responsibility to provide robust oversight.

Documents required to complete the inspection was not always readily available. The service were not always acting in line with some of their policies. Although audits were in place they did always not identify the issues we found during our inspection. The service had a business continuity plan, but this was not up to date and referenced people that were no longer working at the organisation. The Personal Emergency Evacuation Plan (PEEP) register evacuation report list had people that were not in the home. The register was updated immediately. CCTV was being used internally, without appropriate paperwork. Internal CCTV was turned off during the inspection until the issues were resolved. Previous warning notices issued by CQC and action plans sent by the provider had not been fully adhered to. We found examples of incidents that may have needed to be notified to CQC, but this had not happened. This will be reviewed and followed up outside of this inspection process. The manager told us they were working to drive improvement in these areas.

People and relatives felt they were kept up to date and relevant healthcare professional were involved when needed, one relative said, “I feel that mum is well supported by good staff, and I also get good support and help when I need it.” And “If the doctor is necessary the staff will arrange it.”

The manager told us how they involve external professionals such as advocates and social workers when needed. The manager also told us how they share and learn from incidents, they said, "Action plans and lessons learned documents are completed. We have general manager meetings, and we share learning there also."

Partners told us they believe Park View Care Home With Nursing collaborate and work in partnership, so services work seamlessly for people. One professional told us, “When I have previously discussed the two residents I represent with nursing staff and with the current manager, including the gathering of information electronically, it has been evident that the care home have been liaising well with other services to ensure all care is received.”

People could gain access to advocates when needed, and it was evident that people used advocate services to support them when needed. The service worked in partnership with various other organisations including Advocacy, Safeguarding, GPs, social workers, Chiropodist, Optometrist and Trinity hospice.

The manager told us, "We discuss it (learning and innovation) at relative, residents and staff meetings. The laundry was a discussion we had recently at a meeting as some clothes had gone missing, we do label clothes but sometimes the labels can come off, underwear and socks can be difficult to label, and we spoke about that.", "We do discuss issues at daily stand up meetings and we do speak about how to resolve issues, and staff have the opportunity to discuss this and offer their thoughts." And "We also have a staff suggestion box, but we only started that last month." Although the manager spoke about how they plan to embed this learning to improve and innovate, it was clear there was still some work to do to address issues found at this inspection and some historic concerns from our last inspection.

Although we saw some examples of lessons learned following incidents, it was clear that not enough learning had not been taken following previous inspections as the service had not made all necessary improvements needed to drive improvements in all areas. It was not always clear how the service implemented learning, improvement and innovation. A new management structure is in place at the service to help make improvements going forward.