Prestige Nursing East Lancs

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 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, engagement, and understanding challenges and the needs of people and their communities.

We observed a positive culture within Prestige Nursing East Lancs. The registered manager said, “We try to say yes as much as possible and will go to great lengths to make something work.”

Staff commented they there was a good team working ethos and agreed that managers were visible.

There was an appropriate statement of purpose, and the provider had policies regarding workforce equality and diversity.

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.

Managers were encouraged to attend further learning and development opportunities and regularly completed training courses. Staff said they felt supported by the managers and knew where to go to ask for help.

The registered manager had a history of working within the care sector and understood their responsibilities around the duty of candour.

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

Staff said they felt confident about raising concerns and knew how to do so. The provider had an appropriate whistleblowing policy.

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.

Staff completed equality and diversity training, and the provider had policies in place to support this. Staff did not raise any concerns and felt they were treated equally.

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.

The registered manager had a good understanding of their role, and there was a clear governance process and structure. Risks were assessed and mitigated, and incidents were analysed and discussed during governance meetings.

The registered manager conducted spot checks at people’s homes to make sure staff were completed tasks as per care plans, and to gain feedback about the service on a regular basis. Audits about the quality of the service were completed, for example regarding medicines management and quality of care plans. The registered manager submitted statutory notifications to the relevant agencies which is their legal responsibility to do so.

The provider used an electronic system to oversee the running of the service. This meant managers could see that staff had attended their care visits, were on time, and stayed for the required length of time.

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 was involved in many projects in the local community. They were accredited for their support to charities involved with different aspects of the armed forces. They sponsored local events such as children’s football clubs. Staff supported people to build up links in their local communities and people participated in different events.

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.

Managers and staff were encouraged to attend forums and conferences, such as the Sepsis Awareness Day, and events organised by the Lancashire Care Association. They participated in the Safe Care Champions Forum, which included topics such as end-of-life care.

The provider held several memberships such as with the Homecare Association and the British Institute of Learning Disabilities. This meant practice was supported by relevant guidance and updates.

The provider employed a learning and development manager who completed further learning and development, for example in ‘crisis prevention’. This guidance was incorporated into the wider training programmes for staff.