Premier Homecare

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

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 requires improvement. At this assessment, the rating has changed to 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 68 (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 did not have a clear shared vision, strategy and culture which was based on transparency, equity, equality and human rights, diversity and inclusion, and engagement. They did not always understand the challenges and the needs of people and their communities.

Staff appeared to have a strong shared ethos of supporting individuals within the community. Staff spoke highly of their colleagues. Staff told us that they felt communication between management and staff was the biggest challenge but acknowledged this has improved since the new branch manager. The branch manager told us they were working on improving trust and transparency within the service.

The provider had a statement of purpose that set out their aims and visions. The provider had policies in place to support equality and diversity and plans as a wider organisation.

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.

The branch manager was experienced and understood the context in which they delivered care and support. The branch manager was starting to embed that staff had regular supervisions and training sessions to help expand on skills and knowledge. Since the last assessment there had been significant improvements around oversight and compliance.

The branch manager was responsive, open, and honest throughout the assessment. They responded positively to feedback given.

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

All staff could tell us about raising concerns and knew the process to do so. The service had a whistleblowing policy, which included relevant contact details. Staff felt they could raise concerns to management. The service had appropriate polices in place to ensure staff acted in an open and transparent way in relation to care and treatment if people came to harm.

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.

The service expressed how they support staff to the best of their ability and try to work around their personal commitments where they can. The staff told us that previously their rotas were not always achievable with travel time but since this has started to be reviewed by the manager has improved.

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

The provider did not always have clear responsibilities, roles, systems of accountability or good governance. They did not always act on the best information about risk, performance, and outcomes, or share this securely with others when appropriate.

The service manager carried out audits themselves along with members of the management team and used management reports to monitor the service. The service has moved to a new electronic monitoring system that was starting to formalise some auditing processes. We could not see a clear oversight of staff supervisions, training and competencies. We could not be fully assured that oversight of training was robust. It was not clear if all staff members had always had consistent spot checks and supervisions. The service had already identified this and were already actioning and improving this prior to the commencement of our assessment.

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.

We received positive feedback from professionals about how Priority Home Care work in partnership with them. A professional told us “. In our professional experience, the service has been responsive to the needs of the people they support and has worked collaboratively with us where required.

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.

The branch manager demonstrated an understanding of the need to learn and improve, and at the time of our assessment we were assured that the provider had a clear and comprehensive plan to address issues that they had already identified themselves. We saw sufficient evidence to confirm the service was capturing and embedding all areas of improvement in a comprehensive manner.

The service manager welcomed feedback from staff, people and their relatives.