Priors House

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 inspection for this service under this newly registered provider. This key question has been rated outstanding. This meant service leadership was exceptional and distinctive. Leaders and the culture they created drove and improved high-quality, person-centred care.

This service scored 89 (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 very clear shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and an exceptional understanding of the challenges and the needs of people and their communities.

Staff we spoke with were very positive about their experience of working at Priors House and were committed to providing the best care possible. One staff member told us, “Our focus is on resident’s safety, happiness and health. That is our priority. We do it by being honest, being open and learning together.” Another staff member explained, "I am proud to say I work at Priors House, and I am proud of what we do here and most of all if I get a smile on someone's face every day.” A third staff member said, “We are very passionate about Priors. The tearoom on the dementia suite, me and [name of staff member] did that off our own back. We do things above and beyond because we want to and we are passionate about Priors House.”

Staff consistently described an open and supportive culture embedded by good teamwork and communication. One staff member explained, "I think it is very warm and loving. I think the way the home is set up and the staff, you very much feel the teamwork and the communication. Everyone is very friendly and polite; it has a homely atmosphere but in a professional way.” A second staff member told us, “The management take care of their residents as well as their staff. We work as a team, and everyone is out to make sure our residents have the best quality care as much as possible."

The provider’s values of ‘caring, passionate and teamwork’ were shared with staff during their induction and reinforced during training updates and staff meetings. The registered manager explained how each of the 3 values were reflected in the day-to-day life of the home. They told us, “Teamwork is all around me, right from induction when new staff are given a buddy who shows how we work at Priors House. I work with the leads so if they bring something to me, we act on that. I work very closely with the deputy because we need to have the same vision for the home. We discuss what caring means to us and I want to see it when I am walking around the home. Smiling faces on my residents knowing they are being cared for properly. I want every single member of staff to be passionate about what they do." A long-standing member of staff reflected these values when they told us, “The bottom line is communication, understanding and learning. A lot of staff with longevity have time to take the new ones on board. The communication and the knowledge are passed on. It didn’t happen overnight, it has come from hard work, communication and dedication."

The provider recognised the importance of demonstrating the positive culture of the home from the moment people stepped through the front door. Staff welcomed people, visitors and healthcare professionals into the home, promoting a welcoming and friendly environment. One relative commented, “It is a great way of running a home. You’ve got the manager who wants everything to be done really well and she expects it. I’m very impressed.”

The provider had exceptionally 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 always did so with integrity, openness and honesty.

There was a known management structure with leaders who had managerial and clinical qualifications and experience. The management team led on pre-admission assessments so they could be confident they could effectively meet people’s needs and achieve positive outcomes for them. The home managers and clinical lead shared ‘on call’ duties and were available to staff 24 hours a day.

Staff spoke extremely highly of the management team who provided them with guidance and practical support. Staff consistently described the registered manager as always being available to them, encouraging and supportive. One staff member told us, “I was employed directly from [name of country] as a young nurse. My friends who I came with went to other homes and they have had a terrible experience. Mine has been amazing and that is down to the manager. I can’t think of enough words to describe her: kind, caring, supportive, honest, friendly, knowledgeable and lots more.” Other comments included: “[Registered manager] is 1 in a million. It hard to put into words”, “She’s not just our boss she is a mother to all of us” and “When she has to be firm, she is firm, but her door is always open. She is always there for the staff when they need her."

The registered manager modelled inclusion and responsibility within the home. They understood the importance of being open and honest when things had gone wrong and sharing any learning from safety events. One relative told us, “They have a great leader in [registered manager].”

The provider’s senior team were also present at Priors House. One staff member told us, “When people from head office come in, even our CEO (Chief Executive Officer), they always make that effort to come and speak to you and ask if you have any concerns. They go to a lot of homes, but you feel you are not rushed if you need to speak to them.”

The provider was exceptional at fostering a positive culture where people knew they could speak up and their voice would be heard.

Staff were encouraged to share ideas about the management of the home during regular meetings. Staff told us they felt safe to speak up and confident their views and opinions were valued and respected. One staff member told us, “We talk about things we can learn from. If something didn’t go well, it’s shared and we all contribute our ideas to how we can work at getting it better.” Another staff member commented, “I feel I can go to my unit manager if I am not happy with something and she will act on it. I have never felt I can't speak out if I am not happy about something."

Staff consistently told us they felt able to go to the registered manager and speak up if they had a problem and needed guidance or support. One staff member said, “We are supported to speak up. [Registered manager] is good. She will say just come in and let’s talk. She will smile at you, a genuine smile and that makes you feel good. She is someone you can express everything to, and she always has a solution to your problem and will work through things with you with a smile.” Another staff member spoke of a challenging situation and said, “[Registered manager] was there for me right from the start. She didn’t do it all for me, but she guided me through the process, and she was there for me. She got me thinking about it more, thinking outside the box and thinking of the picture as a whole."

The provider had a proactive approach to ensure staff felt able to raise issues directly with the senior management team. One member of staff was an advocate for the staff team through ‘Colleagues Voice’ and met regularly with senior managers both regionally and nationally. Staff clearly valued this opportunity to have a collective voice and spoke of changes introduced because of their feedback, for example, lighter uniforms. One staff member told us, “With colleagues’ voice, they can go and say openly what we are feeling and what we would like to see. The regional directors are open to any constructive feedback." Another staff member commented, “It is a good thing because we have the CEO of the company, and you go right to the top and he is listening and acting on it. A lot of things have changed through colleagues’ voice. It is not just a tick box thing, it does work."

Regular surveys gave staff the opportunity to have their say in the development of their roles and any changes they would like to make. After completion of the survey, a meeting was held with staff to discuss the results and collectively develop an action plan to address any areas where improvements were identified.

Relatives also felt free to raise any issues or concerns without fear of discrimination. A typical comment was, “I can talk to the staff and I’m comfortable talking to them about any issues.”

The provider strongly valued diversity in their workforce. They had an inclusive and fair culture which had improved equality and equity for people who worked for them.

The registered manager actively listened to staff and was willing to adapt working arrangements to promote an inclusive working environment and reduce disadvantages. One staff member said, “Equality and fairness is all about us here. There are many examples of how the manager helps us. She is quick to listen and to look at how changes to the rota or working day can be made to support you. Of course, safety in the home and the residents come first but if the change can be made, it will be. If the manager can’t make the change you know in your heart, she has done everything possible to try.”

Staff described a diverse staff team where difference in age, culture, religion and sexuality was valued. Staff gave examples of how gender diversity, religious beliefs and cultural celebrations were respected and supported. One staff member commented, “I always really appreciate the cultural diversity here, I can't think of anyone who doesn’t appreciate that. I have never noticed any cultural divides; we always seem to be on the same page and help each other as colleagues. It is a very professional and inclusive environment." Another staff member told us, “It is very refreshing how open it is and with diversity, it is always refreshing to learn and take that forward."

Staff received training in equality and diversity and had recently completed generational training to support their understanding of the unique preferences and motivations of multiple age groups working together. Where staff had any learning requirements, they were given practical support to maximise their potential and remove any barriers.

Information about promoting equality and diversity and respecting people was available through the home. An equality and diversity noticeboard at the entrance to the home reflected that ‘Diversity is the 1 true thing we all have in common’.

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.

Systems and processes were in place to monitor the quality and safety of the service. Regular audits and checks were completed to ensure the provider’s policies were followed and regulatory and legislative compliance maintained. Where shortfalls were identified, action plans were implemented with clear delegation and timescales for completion.

The provider regularly visited the service and completed their own quality assurance checks. The provider had recently introduced a new tool to audit the standards of dementia care within the home. We were told the tool was being reviewed and revised to ensure more of a focus on people’s experiences and outcomes.

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.

Relatives described partnership working through good and regular communication. One relative told us, “They tell me every day if [Name’s] been eating well if or if there’s been a bad day and she hasn’t particularly wanted to eat much so it’s always a constant flow of information. And nothing is a problem, I mean you can ask them to do things and they’ll do it.” A second relative said, “I feel I can discuss [Name’s] care needs at any time with the staff, and they chat with me too when necessary.”

Managers and staff engaged in community projects and forged links with other organisations to give people variety in activities in the home and the local areas. Priors House is a ‘Veteran Friendly Framework’ (VFF) accredited care home, an initiative to improve social connection and deliver improved health and wellbeing outcomes for veterans living in care homes. Every month the service provided a ‘blue light breakfast’ for the emergency services and health care professionals. A monthly dementia café and weekly singing event were open for people, their visitors and others from the local community to come together and form new and supportive social networks. A link with a local charity gave people opportunities to forge new friendships and visits from a local school supported inter-generational engagement.

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 had processes to support staff in developing their careers in health and social care and gain extra qualifications. One staff member told us, “When we do our midyear reviews if there is any training or you would like to progress, the home manager will look into it and see if there is something we can progress into. If it is possible and it can happen, they would make it happen."

Staff were encouraged to share their ideas for the development of the service. One staff member told us, “In our supervisions and annual appraisals it is 'what do you think is going to happen going forward with the home and what role can you play in that'.” Other comments included: “Here and now, I can’t think of anything that needs to change but tomorrow I might have an idea and I would tell [Registered manager]. I know they would be interested in my idea” and “We learn with love. With love we get things even better for our residents and with love for each other.”

The provider shared any updates or changes in best practice or learning through adverse incidents within other services across the provider group through regular newsletters and bulletins.