Your Priority Healthcare 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 inadequate. 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 71 (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 service had worked hard on improving this since our last inspection and evidence showed there was now a positive culture and shared vision in place; people’s experiences demonstrated this and staff confirmed that. One staff member said, “The good thing that makes me feel safe with this company is that they encourage me to reach out for help and relay any information, no matter how small it is, and my experience is that issues are handled exceptionally and professionally.”

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. Since our last inspection, the manager for the service had changed. This was because the provider had recognised the need for a more experienced and skilled manager. The new manager demonstrated to us they had the knowledge and skills to delivery an effective service; the people who used the service, their relatives, and staff, agreed. One relative said, “The manager is straight forward and very responsive” whilst another said, “It is a well-run service, efficient, and they let me know if there are any concerns with [family member].” A staff member agreed and said, “The manager has excellent attributes. [Manager] listens to complaints and acts swiftly to resolve issues.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. People, and staff, told us they felt able, and comfortable, raising concerns due to the open and supportive culture of the service. One relative explained that excellent communication contributed to this as well as the trusting relationship they had built with staff. They said, “I feel I have built a really good relationship with all the staff in the office, they give their time willingly and I feel looked after as much as [family member].” Staff agreed, with one saying, “I feel I can be vocal over subjects and the points I raise are listened to and valued, which in turn makes me feel valued as a member of the team.”

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 raised no concerns in how they were treated and told us all staff, and the provider, worked as a collaborative and supportive team.

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. However, the governance system had not fully identified some shortfalls found at this inspection and required further development. This included in the need to ensure risk assessments contained full information and a risk level, and that people were assessed in relation to infections. We also found that whilst the manager demonstrated they had the knowledge required in relation to regulations and legislation, the provider had failed to display their current CQC rating without our prompting, at this inspection, to ensure this was in place.

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 service was small so there had been little need or opportunity for the provider to work with other services. However, we saw evidence that this was completed as and when needed.

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. At this inspection, we found widespread improvements demonstrating the provider, and staff, were committed to continuous learning and improvement. We saw they had worked hard to develop a positive and open culture, improve records, and the governance system. The positive outcomes experienced by people who used the service confirmed the quality of the service had improved. However, the provider does need to ensure that all recommendations made by professionals are considered and actioned promptly.