Prime Way Care Sheffield

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 clear person-centred culture, with people’s needs wishes and outcomes at the centre of care and support. Staff understood the importance of treating people with dignity and respect and supporting their independence choice and control. Staff told us they felt supported by managers and understood their responsibilities in providing safe, personalised care. There was an open culture where staff felt able to raise concerns and share information with managers.

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. Leaders demonstrated a commitment to providing person-centred care and supporting positive outcomes for people. Staff told us they felt supported by managers and felt able to approach them with concerns or seek advice when needed. Staff were encouraged to speak up and share their views, staff received regular supervision, training and support, helping them feel confident and equipped to carry out their roles effectively.

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, and staff understood how to raise concerns about the care and support provided. Staff told us they felt able to speak openly with the managers and were confident concerns would be listened to. A staff member told us, “I feel able to raise concerns and contribute ideas for improvement.” Staff were encouraged to share their views and contribute to service development, supporting an open culture where people could speak up.

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. Equality, diversity and inclusion training was in place for staff. This supported staff to understand their responsibilities in promoting equality and respecting people’s individual needs, backgrounds and preferences.

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 service had effective governance arrangements in place to monitor the quality and safety of care. Regular audits and checks were completed, with information used to identify areas for improvement and monitor the effectiveness of the service. Managers had oversight of the service and understood their responsibilities. Staff were supported through regular supervision, training and management oversight, helping them carry out their roles.

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. People were supported to remain connected with their local community and take part in activities and opportunities important to them. Staff supported people to engage with their local community in line with their individual interests.

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. Despite the size of the service, leaders demonstrated a commitment to learning and continuous improvement. Audits and feedback from people, relatives and staff were used to monitor the quality of the service and identify areas for development. Leaders were open to learning from feedback and reviewing how the service could improve as it continued to develop.