Premier Community Also known as Premier Nursing Agency 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 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.

The provider’s vision and mission statement were shared with staff and people. The provider told us the vision was to provide accessible community living at home, with the mission to provide outstanding, high-quality, person-centred home care services, prioritising people, families, governance, innovation, and a personalised experience. Staff embedded the provider’s vision and provided good person-centred care. People we spoke with confirmed this and spoke highly of the care and support received.

People and their relatives spoke highly of the service. One person said, “A well run company.” Another person said, “[Registered manager] is approachable and friendly.”

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 provider and management team were motivated and enthusiastic and were constantly looking for areas they could improve and develop.Most staff spoke highly of the management and felt valued and respected. A staff member said, “I have always had support from my colleagues, registered manager and also other management team members within Premier Community.”

People and relatives had confidence in the whole staff team. One relative said, “It seems to be a well-run company. I have all the relevant numbers and the office staff are good. I have done a survey.”

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

There were policies and procedures in place to support staff to speak up if they had concerns about care and support. Some staff did not always feel listened to, but felt new systems being implemented would improve this.

There was regular engagement with people and their relatives, and they felt listened to.

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 were supported fairly and there were policies in place to ensure equality, diversity and inclusion was promoted in the workplace. Staff said protected characteristics were considered and reasonable adjustments were made where required. Staff felt valued and included.

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. The provider had governance systems in place and continuously looked at ways to improve systems to ensure positive outcomes for people and staff.

Good practice and learning were shared and the provider collaborated and worked with partners, commissioners and health care professionals. The provider promoted a culture of being able to speak up and be listened to. However, some staff told us they did not always feel listened to, and did not get answers to queries in a timely way, and intervention was, at times, too late. This meant they were stressed, which impacted them negatively and affected their well-being. The registered manager told us they were working with staff to improve the response times with a new system and staff acknowledged the new live chat was helping and things were improving.

Views were sought from people who used the service and from their relatives. A quality satisfaction survey was sent out to give opportunity for relatives to be involve. This helped staff and leaders improve how the service was run and presented.

Regular staff meetings were held and staff received regular supervision and appraisals where they could speak in confidence.

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 registered manager told us they worked with social care and health care professionals to improve the service provided to people and to ensure a consistent service was received. Feedback we received from professionals was very positive. One said, “Premier Community are excellent at communicating with us at Adult Social Care. Staff in the office I have found to be approachable and accommodating.”

Where people had contacts with health professionals, the recommendations for care and the outcomes were included in care plans to ensure people’s care needs were being met consistently.This included, for example, moving and handling reviews carried out by occupational therapists.

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 provider and registered manager was continually looking at ways to improve the service by learning lessons and sharing good practice.

Staff were continuously learning and actively encouraged to further their career. One staff member had recently won an award at the ‘Great British Care Awards 2025’. They won the home care coordinator award. This was the first success for the company at a national level and reflected on the whole care coordinator team. The registered manager said, “We’re so proud of [name’s] achievements.”