Priocare Health Solutions Ltd - Harrow

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

Responsive – this means we looked for evidence that the provider met people’s needs.

Well-led

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.

This is the first assessment for this service. This key question has been rated 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.

Staff were supported by the registered manager to deliver consistently safe, person-centred care and support to people in line with their vision and values for the service. Systems and processes were aligned with this vision and focused on people and meeting their individual personal care needs and wishes. The registered manager used audits and regular spot checks, supervision meetings to make sure staff understood how the service’s values should be achieved through their working practices.

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 registered manager was qualified and experienced and undertook continuous learning to develop and maintain their knowledge and skills. They had a good understanding of the needs of people using the service and how these should be met through the provision of safe, person-centred care. People’s relatives and staff working for this provider were all positive about the leadership approach of the registered manager who they consistently described as professional, approachable and supportive. A relative told us, “Their clinical judgment, escalation pathways, and decision-making mean I can sleep well at night, knowing [relative] is so well cared for.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff said they were able to speak with either the registered manager or director and said they were approachable and open to discuss issues.

Staff felt they would be listened to respected should they give feedback or raise any concerns. A staff member said, “We have strong management support and open communication.” Relatives could contact the service at any time to speak with staff. They said they knew how to make complaints and felt there was a positive culture in the service, which welcomed feedback. The registered manager was available to speak with people or relatives and listen to concerns they raised.

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 provider had a policy in place on equality and diversity to guide practice in this area. Staff told us they were treated fairly by their employer. Staff recruitment was carried out in line with good practice regarding equality and diversity.

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.

There were effective processes in place to monitor the quality of the service. The manager completed audits of all areas of the service. This included regular checks on people’s support plans, risk assessments.

Staff understood their responsibilities and roles. There was a clear leadership structure and staff we spoke with knew who they were accountable to and their role in supporting people. The provider and registered manager were clear about their legal responsibilities including when to notify us of specific events and duty of candour responsibilities.

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.

The manager followed guidance and recommendations they received from health and care professionals to support staff learning and improve the safety and quality of the service they provided people. A member of staff told us, “We always are updated on any changes to people’s needs and how best to support these changes.”

We did not receive feedback from other professionals. However, the manager understood the importance of ensuring collaborative and respectful relationships with others involved in people’s care and support.

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.

Where people had support needs around health conditions for example diabetes, staff undertook training and guided support from the registered manager and external professionals.

The registered manager spoke of the importance of continuous improvement and development of the service. The staff supervision records confirmed this approach. Staff told us they had opportunities to contribute ideas and suggestions in relation to the way support to people was delivered.