Prime Way Care Ltd

On this page

• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

Caring – this means we looked for evidence that the provider involved people and treated them with compassion, kindness, dignity, and respect.At our last assessment we rated this key question good. At this assessment, the rating has remained good. This meant people were supported and treated with dignity and respect; and involved as partners in their 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 always treated people with kindness, empathy and compassion and respected their privacy and dignity. Staff treated colleagues from other organisations with kindness and respect. People's care records clearly outlined how staff were expected to respect and promote individuals' privacy and dignity. Records included detailed information about people's life histories, personal preferences, values, and beliefs, enabling staff to provide care that was tailored to each person's wishes and identity. This information supported staff to deliver compassionate, person-centred care while ensuring people were treated with respect and their individuality was recognised and valued.

People and relatives told us staff treated them well and were kind, caring and respectful. A relative told us, “They treat her respectfully, she likes her privacy, and they give her time. For example, they wait outside the toilet.” Another relative told us, “Privacy and dignity is maintained, curtains are drawn when personal care is provided, his lower half is covered with a towel.”

Staff told us they protected people's privacy by ensuring personal care was provided discreetly, maintaining confidentiality, and supporting people in a way that promoted their dignity, independence, and wellbeing. A staff member told us, “I always protect privacy, knock before entering, cover people during care, and speakpolitely and at their pace. For example, I close curtains and use warm towels when helping someone wash to keep them comfortable and respected.”

The provider treated people as individuals and made sure people’s care, support and treatment met people’s needs and preferences. They took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics. Each person had a detailed care plan in place, which included an ‘about me’ section. This provided staff with important information about the person and how best to support their needs. The information included the person's preferred language, communication methods, wishes, feelings, and cultural identity. The section also detailed any dietary requirements and confirmed culturally appropriate meals were available to meet individual preferences and needs.

The provider promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment, and wellbeing. People's independence was actively promoted by staff, with a focus on helping them regain and maintain their skills and confidence. The provider delivered a commissioned hospital discharge service, supporting people to return home safely following a stay in hospital. The provider spoke positively about the outcomes achieved through this service, highlighting some people were able to regain sufficient independence and no longer required ongoing care and support. Staff provided an example of a person who had successfully returned to independent living following a period of support. This was achieved through a strengths-based approach, with clear goals agreed alongside the person and care tailored to their individual needs and abilities. Staff followed a consistent approach in delivering support, encouraging the person to develop confidence and gradually increase their independence.

Staff understood the importance of supporting people to maintain and improve their independence as much as possible. A staff member told us, “I know each person well, including their likes, dislikes and wishes. I always ask for consent and offer choices, for example, letting clients choose what clothes to wear, what to eat, or the order of their care routine each morning.”

The provider listened to and understood people’s needs, views and wishes. Staff responded to people’s needs in the moment and acted to minimise any discomfort, concern, or distress. The provider was able to offer care, which was flexible and responded to changes in people’s needs. For example, by arranging short notice visits and accommodating changes to visit times. Staff demonstrated a good understanding of people's individual needs and preferences. People and their relatives told us support was adapted appropriately as needs changed over time. Feedback consistently highlighted the care and support was provided in a calm, patient, and unhurried manner, helping to ensure people felt comfortable, respected, and safe. Staff took the time to support people at their own pace, promoting their wellbeing and maintaining their dignity.

The provider cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care. The provider demonstrated a commitment to staff wellbeing, recognising the important role staff played in delivering high-quality care. Staff wellbeing was actively monitored to help ensure they were not working excessive hours, and they were able to maintain a healthy work-life balance. Staff told us they felt supported by the management team, who were approachable and responsive to their wellbeing needs. The provider had established a range of measures to support staff welfare, including access to counselling services and appropriate signposting to additional sources of support when required. The provider recognised and celebrated staff achievements through regular expressions of appreciation, as well as initiatives such as ‘carer of the month’ and ‘carer of the quarter’ awards. These initiatives helped staff feel valued for their hard work and dedication.

The provider had also introduced practical support to enhance staff independence and wellbeing. For example, funding was made available to assist some staff in obtaining electric scooters. This particularly benefited staff who were unable to drive, enabling them to travel more independently within the local area and supporting them to carry out their roles more effectively.