Prime Way Care 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 good. At this assessment, the rating has remained 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 79 (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. Systems and processes were in place to provide clear direction and oversight, helping to ensure people received safe, high-quality care.

Therewerea clear vision and culture in place, and the staff were proud to work forthe service and learn from experiences. A staff member told us, “The service has a strong safety culture; if an incident occurs, the management immediatelyshares lessons learned across the entire team tomaintainhigh standards. As carers, we constantly communicate to ensure we are doing our best. I have full confidence in our team and happily recommend this provider.” Another staff member told us,” The management team is approachable, supportive, and available when needed. Communication is good, and I feel listened to and supported in my role.”

Staff were empowered by the provider with ongoing development, within their role. Some staff had been promoted internally, whilst others were being supported to undertake leadership training to support them with future management roles.

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.

Staff described the service as having a supportive and approachable culture. They told us that the management team and their colleagues were supportive and readily available to provide advice and guidance when needed. Staff spoke positively about the culture within the service and felt valued and respected. A staff member told us, “Managers and office staff areapproachable and communicate well.” Another staff told us, “Everyone in the office including the managers isreally niceand friendly. They treat staff withrespect,and I can speak to them, anytime I need them.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. The provider’s approach helped to embed a culture in which people felt safe to speak up, raise concerns and make suggestions to improve the quality of care. Staff told us they had several opportunities to share their views and raise issues when needed. These included speaking directly with the registered manager, provider, or deputy manager, as well as through staff meetings and supervision sessions. Staff felt able to express their opinions and were confident that concerns would be listened to and acted upon.

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 employed a diverse staff team, who collectively spoke 20 different languages. This had proved valuable in supporting people and their relatives. Staff were able to use their language skills to translate information when needed. We were told if people using the service were unable to speak English, the service would review the languages spoken within the staff team and identify staff who could provide the appropriate support.

The provider had developed positive links with a local stand up to racism charity, which supported the local community, including people using the service and staff. We were informed this relationship had been beneficial in accessing support for staff. The provider was clear about their commitment to equality and inclusion and told us there was “no space for hate” within the organisation.

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. Governance systems were in place to monitor the quality and safety of the service. The registered manager and provider completed a programme of regular audits, including checks of people’s care records, medicines management, risk assessments, staff training, safeguarding, and incidents. These audits helped to identify any areas requiring improvement or where practice had fallen short. Where issues were identified, appropriate action was taken to address this. Lessons learned were used to improve practice and reduce the risk of similar occurrences in the future. For example, the frequency of call monitoring had been changed 15 minute intervals, in response to feedback. This demonstrated the provider’s commitment to continuous improvement and maintaining high standards of care. The provider told us they enjoyed auditing and the systems were robust.

Business continuity plans were in place to support the service in the event of an unforeseen incident or emergency. These plans provided clear guidance on how the provider would manage disruption and maintain the safe running, continuity, and sustainability of the service. The plans helped to ensure people continued to receive care and support with minimal disruption during adverse events.

The provider clearly understood and carried out their duty to collaborate and worked in partnership, and services worked seamlessly for people. They always shared information and learning with partners and collaborated for improvement. Partnership working was highly effective and consistent, and the provider was committed to building strong links within the local community and provided financial sponsorship to a local Scout group. They also worked closely with a local women's refuge, supporting individuals who were new to the country by offering education, training, and development opportunities. Several people supported through the refuge had valuable skills and qualifications gained in their home countries, including nursing experience. The provider recognised and nurtured these strengths, helping individuals build confidence and develop their skills further. This support empowered people to pursue employment opportunities, with some being successfully recruited by the provider and others establishing connections with partner organisations that led to further opportunities and positive outcomes.

Leaders demonstrated a proactive and effective approach to partnership working, particularly through their engagement with health professionals to improve outcomes for people using the service. The provider chaired quarterly partnership meetings attended by representatives from a local GP practice. These meetings provided an opportunity for professionals to share advice, guidance, and support on a range of health and wellbeing topics. For example, healthcare professionals provided information and advice relating to diabetes management, the benefits of exercise, healthy eating, and overall wellbeing. This guidance was effectively communicated to staff, enabling them to better support people to improve and maintain their health. This collaborative approach helped ensure people received consistent, informed support, and promoted positive health outcomes through strong multi-agency working.

The provider had recently celebrated Prime Way Care’s 10-year anniversary. The milestone was marked with a celebration involving staff, recognising their contribution to the service’s success over the years. The event was also attended by the local Mayor, acknowledging the organisation’s achievement.

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. Systems were in place to support learning, development and continuous improvement across the service. The provider told us they welcomed feedback and viewed it as an opportunity to identify areas for improvement. They promoted a culture of openness, honesty and learning from mistakes, helping to ensure lessons were identified and shared. There was a clear understanding among the management team of the importance of being open and transparent when things went wrong, in line with the principles of duty of candour.