Prestige Care & Support Ltd

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 requires improvement. 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 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.

The management team operated an open-door policy, encouraging people and their relatives to contact them with any issues, which helped the service run smoothly.

People and their relatives told us the service was managed well and raised no concerns.

The management team promoted open communication with people, relatives and staff, welcoming any concerns or matters to discuss. A relative told us, “I can contact the manager at any time if there is anything and they do respond.”

Staff understood their roles, felt supported, and reported feeling valued by the management team.

The provider had inclusive leaders at all levels who understood the context in which they delivered care.

The management team treated everyone with dignity and valued their contributions, regardless of position or background. They created an environment in which people, their relatives and staff felt comfortable expressing themselves.

People and their relatives told us the management team were approachable and friendly. People said they were satisfied with the support provided and knew how to raise any concerns with the service.

Staff were given clear information and guidance covering all aspects of their roles and responsibilities. They reported feeling supported and valued by the management team and said they were included in discussions about the service.

The provider had introduced a ‘Carer of the Month’ award to ensure staff feel appreciated and valued. The award was open to all care staff. This was based on feedback from people who used the service, as well as recognition of staff who stood out within the team.

The registered manager had introduced virtual team meetings. This allowed all care staff to attend, no matter their location, helping them feel more included. Since this introduction, the registered manager had seen a significant increase in staff attendance.

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

The provider had a whistleblowing policy in place that guided staff on how to raise concerns about unsafe practices. A culture of ‘freedom to speak up’ was promoted, ensuring staff felt safe and confident to express their views or concerns. Staff were aware of the whistleblowing policy and understood how to report any issues.

The provider had fostered a positive culture in which staff felt empowered to speak up, knowing they would be supported and their concerns taken seriously.

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.

The provider ensured all staff were given the same opportunities and resources, promoting fairness and removing barriers. Staff reported feeling valued, included and that they had equal access to development opportunities.

Regular staff meetings were held to share important information about the service. Staff were encouraged to contribute their ideas and found these meetings informative and useful. They said they worked well together and were happy to be part of the 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.

At the last inspection, we found that systems for assessing, monitoring and improving the quality of the service as well as those for identifying and mitigating risks to people’s health, safety and welfare were not always effective.

During this assessment, we found that improvements had been made in all areas of concern identified previously. There were now clear and effective governance and management arrangements in place. A range of tools was used to assess and monitor the delivery of care and support, including checks on care plans, health and safety, medicines management and staff training.

The management team also carried out regular unannounced spot checks to ensure staff were providing safe care in line with expected standards. They recorded their observation, and this information was held in staff files.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people.

Information about the involvement of healthcare professionals in people’s care was readily available, ensuring staff had the details they needed to support people with their health needs.

The management team worked effectively with other health and social care services to ensure people received the appropriate support. For example, for one person the service supported began experiencing difficulties with swallowing, so they made a referral to the Speech and Language Therapy (SALT) team for further assessment.

Staff were knowledgeable about people’s needs and could recognise when someone became unwell or required input from other healthcare professionals, such as their GP.

The registered manager actively engaged in local forums, collaborating with other organisations to improve care and support for people using the service and the wider system.

The provider focused on continuous learning, innovation and improvement across the organisation and local system.

Processes were in place to ensure that learning took place when things went wrong, as well as from examples of good practice, such as after an accident or incident. For example, following an incident where a person had a fall from their wheelchair whilst trying to pick up an object from the floor, staff were advised to make sure the person had their seatbelt on before they leave for another visit. This was also discussed during staff meeting.

The provider sought feedback from people using the service and their relatives through various methods, including satisfaction surveys and home visits. The information gathered was analysed and used to improve the quality of the service. We looked at the latest report of the completed forms, we noted the feedback received were positive about the service as well as the staff.