Prime Care at Home Limited

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.
The provider had set out clear aims and objectives in their ‘statement of purpose.’ This included, ‘to provide a well-matched, regular team of staff in order that a trusting relationship can be developed,’ and, ‘to provide a service that meets the needs of the person at the centre of that service and make a positive contribution to their care.’ Feedback from people and relatives supported the view that the provider had been successful in achieving these aims. One relative’s comments included, “I feel we are really lucky to have this company.”
 

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.
People and relatives spoke highly of the registered manager. They told us they knew them well and that they regularly kept in touch with them. One relative told us, “[The registered manager] is easy for us to get in touch with.”
Staff told us leaders at the service were helpful and kind. One staff member said, “They are amazing, both in the care they give to people, but also to the staff.” Another staff member told us, “Colleagues and management are responsive and the manager cares and always does extra, it is personal for them.”
 

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.
All staff we spoke with understood how to speak up if they had any concerns or worries. They were all confident any concerns would be fully and openly addressed by leaders at the service. Additionally, staff had a good understanding of whistleblowing. Whistleblowing is a law that protects staff from being treated unfairly by their employer if they have raised genuine concerns about a person’s care.
 

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 had been trained in equality and diversity and staff told us the provider took actions to ensure they were treated fairly and were not discriminated against. For example, staff told us they were able to work flexibly around other commitments and attend any appointments they needed.
 

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.
Systems and processes were in place to check on the quality and safety of services. For example, checks were made on how medicines were managed and any improvements identified had been shared with staff for their development and learning. Further checks were made to monitor any accidents, hospital referrals, safeguarding incidents and any problems with staff attending people’s calls.
We found one notifiable incident where a notification had not been submitted to the Care Quality Commission (CQC) as required. Notifications are changes, events or incidents that providers must tell us about. They are important as they help to show the provider is working in a transparent and open way. The registered manager submitted this following our inspection and provided assurances their systems would check notifications had been submitted as required going forwards.
 

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.
Records showed where staff had worked in partnership with other healthcare professionals to ensure people received improved health outcomes. One healthcare professional who had worked with the service told us, “I have found the service to work well in partnership with myself and with the physiotherapist who has also been involved. Communication has been prompt and effective, and the carers have been very willing to support the therapy team. They have also assisted with communication between myself and the person's family, helping to ensure that relevant information is shared and understood.”
 

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.
The provider monitored the quality and safety of the service and identified where further improvements could be made. These were used to inform the provider’s action plan that set out the actions and timescales required to drive these improvements forward.