Priority Choice Health Care 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. This is the first assessment for this newly registered 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. The service had a positive and open culture where staff were supported to provide safe, person-centred care. The management team encouraged open communication through regular team meetings, supervision and feedback. Staff told us they felt valued and supported in their roles and were encouraged to share ideas and raise concerns.

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 service had a supportive management team who promoted an open culture. Staff told us they felt comfortable seeking advice and received appropriate support. A staff member told us, “Yes, I feel well supported by my manager, they offer the correct level of support for me.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. The service had a whistleblowing policy in place to support staff to raise concerns about poor practice or people’s safety. Staff understood how to report concerns and knew who to speak to if they had any worries.

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. We saw examples of flexible working arrangements being offered to help staff balance their work and personal lives. Staff completed equality and diversity training to help them understand and respect people’s differences. This helped staff feel valued and supported at work.

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. Regular audits, care plan reviews and risk assessments helped the management team identify areas for improvement. We saw evidence of actions being taken following audits and feedback to improve practice. Staff received regular supervision and attended team meetings where learning and concerns were discussed. This helped maintain oversight of the service, reduce risks and support people to receive safe, consistent and person-centred care.

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 sought advice, shared concerns and followed guidance from professionals when people’s health or care needs changed. This helped people receive joined up care and timely 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. We saw evidence of actions being taken when concerns or gaps in practice were found. Staff were encouraged to share ideas, reflect on their practice and learn from feedback. The management team used this information to make changes and improve how care was delivered.