Priors Mead Care Home

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.

At our last assessment we rated this key question good. At this assessment the rating has remained good.

This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred 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 had a shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities.

People we spoke with knew who the registered manager was and were positive about them. Their comments included, “I really like [them]. [They do] understand but [they have] so much to do by [themselves]” and “I know [Registered manager] and get on very well with [them].”

The director told us they were trying to recruit a deputy manager to support the registered manager. They said, “[Registered manager] is a very strong leader. [They are] running the place without an assistant. We are still recruiting for a permanent deputy.”

The management team told us they ensured the staff were valued and promoted people’s individuality, protected their rights and enabled them to thrive. Staff told us there was a good and positive culture within the home where people and staff had a good rapport, and the atmosphere was one of respect and care. Their comments included, “There is an open-door policy with the manager” and “All staff support each other. It has been a hard year this year as we lost some people, but we get through it together as a team – all together.”

The provider set a culture that valued reflection, learning and improvement. The registered manager effectively used staff supervision and regular team meetings as a platform for staff to raise any concerns and an opportunity to share their views and opinions.

The provider had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.

Overall, people and relatives were positive about the management team. One relative told us, “[Registered manager] is a good manager. [They are] approachable and get things done.”

Staff found the management team to be visible and supportive. One staff member told us, “I have a good relationship with the manager. If I have any concerns I will always go straight to [them] and it is always dealt with promptly. All staff work well together.”

The registered manager had been at the home for 7 years and was well established and respected by the staff and people alike. They put people at the centre of everything they did and led a staff team by example. They had worked their way up from care worker and felt this was necessary to understand all areas of care, which enabled them to be a compassionate and strong leader.

In addition to monthly staff meetings, there were daily handover meetings to discuss important information, and any risks to service delivery. There were processes to support managers and senior staff in meeting their responsibilities. The registered manager told us, “This is the [people’s] home and we are here to support them and meet their needs, as close as if they were in their own home. We support them to continue with their likes and hobbies. Caring for the whole person and they come first every day all the time. I support my team for them to have that vision too. I am happy to be hands on. I started as a carer and I will sit with people, go out with them etc. it is nice to see them outside the home and be happy."

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

People were given information when they moved to the home about how to raise a concern and said they knew how to make a complaint.

Staff told us they knew about the provider’s whistleblowing policy and would not hesitate to use this to benefit staff and people living at the home.

The provider had some processes in place to support staff to speak up. This included supervision meetings, handover meetings, staff meetings and a whistleblowing policy. Staff had also received training in safeguarding to reinforce their understanding and their responsibility to speak up. A member of staff told us, “There are quarterly staff meetings that most staff will attend. These are all minuted with minutes distributed afterwards to all staff. The owners always attend these meetings. All complaints are treated openly and discussed with real transparency."

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who worked for them.

Staff told us they enjoyed working in a diverse team. However, all staff spoke good English and there were no language barriers.

The provider had policies to promote equality, diversity and inclusion and to protect staff from discrimination and harassment. The staff handbook given to all new staff at the start of their employment provided guidance on their implementation within the home. The registered manager told us, “Everybody is very accepting. I always try to be as flexible as I can be. Generally I will ask staff if they have any needs, such as childcare needs. They can swap shifts, or finish early and I will step in if necessary."

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

Staff told us they felt supported and valued by the registered manager who was available whenever they needed them. Staff said they were supported to keep up to date with the care people required.

The provider undertook regular audits of all areas of the service. Audits included, accidents and incidents, Deprivation of Liberty Safeguards (DoLS), lift maintenance, health and safety checks, fire checks, medicines and care plans. DoLSensures people who cannot consent to their care arrangements in a care home or hospital are protected if those arrangements deprive them of their liberty. One of the directors regularly visited the service and worked alongside the registered manager to undertake visual checks of every area of the home. They also supported them with any areas for improvement. The registered manager told us, “We walk around and speak to staff and residents."

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement.

Staff told us they regularly worked with healthcare professionals so people’s needs would be met. The registered manager confirmed they had a good working relationship with a range of external professionals.

The provider had systems and processes to ensure people’s needs were reviewed with external professionals. The provider listened to feedback from them and where a need was identified, amended their policies and procedures to promote effective communication and partnership working.

The registered manager told us they ensured the staff learned from healthcare professionals involved in people’s care to help understand people’s needs better. They said, “We had stroke training by the stroke team so the staff would know what to do if someone had a stroke. We also went to a training session that covered mobility, how to work out BMI, one on food, like what to do if a person is underweight, and tasting the thickeners. We got invited to a dementia bus, where you get the full experience and that helps understand people’s needs."

The provider focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe, effective practice and research.

People told us they were consulted individually during a review or regular conversation, or as part of a ‘residents’ meeting’, to find out if they had any concerns or requests. We saw people’s opinions and requests were taken seriously.

Staff told us the managers were always aiming to make improvements to the service in order to benefit people and they enjoyed being part of this.

The registered manager was committed to make every day meaningful for people. They explained, “We incorporate their favourite things into their daily lives. Whether it’s tailoring activities, menus, snacks or drink choices to their individual preferences, we aim to create a familiar, enjoyable and comforting environment."