Primary Care Recruitment 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.

This is the first assessment for this newly registered service. This key question has been rated requires improvement. This meant the management and leadership was inconsistent. Leaders and the culture they created did not always support the delivery of high-quality, person-centred care.

The service was in breach of a legal regulation relating to governance and oversight. Management systems and audits had not identified the issues found during our assessment, including concerns about medicines records, care plans and risk assessments.

This service scored 61 (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.

Staff spoke positively about working for the service and told us they felt valued and supported. They said managers communicated well, treated staff with respect and cared about their wellbeing.

One member of staff told us, “It is a pleasure working for Primary Care Recruitment Ltd – it feels like being part of a caring, reliable team rather than just an agency. The company values staff well-being, communicates clearly, treats everyone with respect, and genuinely cares about high-quality patient care. I feel trusted, valued, and proud to represent the company.”

Leaders had the skills, knowledge, experience and credibility to lead effectively. They understood person-centred practice. However, some care-planning, risk-management and oversight shortfalls had not been identified or addressed promptly.

We found gaps in the monitoring of staff training, missing risk assessments and care plans that contained outdated or irrelevant information. This showed that governance and oversight arrangements were not always effective in identifying and addressing issues to support the delivery of safe, high-quality care

The registered manager and management team were passionate about their roles and the service. They were committed to improvement. People were supported in ways that promoted choice, independence and inclusion and reflected their individual needs.

Leaders were described as approachable and supportive. Staff told us they felt valued by the provider and were treated with kindness and respect.

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 to support staff to raise concerns. Staff meetings took place and gave staff opportunities to share their views and discuss any concerns. Staff told us they felt valued and supported by the management team and were confident their views would be listened to. One member of staff said, “I have shared small ideas to improve workflow and communication – they were welcomed, listened to, and discussed openly. Management values staff input, and suggestions are treated seriously.” This showed that staff were encouraged to speak up and felt able to share ideas and concerns openly.

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 are part of the provider’s values and are reflected in its mission statement. Staff told us they were treated fairly and with respect. The provider encouraged staff to share their views, ideas and concerns through staff meetings and surveys. Feedback from staff was positive and showed they felt able to contribute to the development of the service.

The provider did not have clear responsibilities, roles, systems of accountability and good governance.

The provider had systems in place to check the quality and safety of the service, but these had not always picked up issues. For example, care plans sometimes contained outdated information or did not match medicines records. Medicines audits had missed some recording errors, including gaps in records and differences between documents.

Records of staff meetings were not always clear. They did not always show when meetings took place, who attended, what actions were agreed, who was responsible for completing them or when they should be completed by.

The provider also needed to improve how training records were maintained. It was not always clear which mandatory training staff had completed, when the training took place or when refresher training was due.

These issues showed that governance systems were not always robust enough to identify and address concerns and ensure records were accurate and up to date.

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 service worked well with healthcare professionals to help ensure people's needs were met. People were also supported to maintain relationships with family and others who were important to them. Relatives and professionals provided positive feedback about the communication they received from the service.

The provider did not always focus on continuous learning, innovation and improvement across the organisation and local system. Governance systems were not effective in providing assurance that staff had completed the training required for their roles.

Records relating to staff training were not always accurate or complete, which limited the provider's ability to monitor training compliance and ensure refresher training was completed when required.