Premier Care - Bradford Branch

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 the last assessment this key question was rated 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. The provider was previously in breach of the legal regulation in relation to good governance. Improvements were found at this assessment and the provider was no longer in breach of this regulation.

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.

The provider had an up-to-date Statement of Purpose which described the service’s vision and values. These were regularly discussed with staff through team meetings and supervision. Staff felt involved in the day to day running of the service and were fully included in staff meetings. The service had recently started using the option of joining meetings remotely to support staff involvement. Our conversations with staff confirmed they upheld the values of the service.

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.

The registered manager had the skills and experience to lead the team. They had recently achieved an updated qualification in management and leadership. The registered manager spoke passionately about delivering a quality service to people and actively supporting the staff team. Staff said the registered manager was approachable and supportive. Comments included, “[Name of registered manager] is very supportive and welcomes initiative.”

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

There was a detailed whistleblowing policy in place, and processes were regularly discussedwith staff. Staff understood how to raise concerns if they had any.

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 service employed a diverse staff team. Different cultures were celebrated and discussed as part of team meetings. For example, the service had recently had a party to celebrate a religious festival. Human resources policies were in place, so staff understood their rights. Some of the management team were mental health first aiders. This meant they had additional training to be able to offer support to staff.

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 provider had a range of audits and quality checks in place. Where shortfalls were identified, prompt action was taken to resolve any issues. Staff who were employed to work in the office understood their roles and responsibilities and described strong and effective teamwork. Policies were in place and any updates shared in staff meetings.

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 in partnership with the local authority and other commissioning teams. Feedback from stakeholders was positive. Comments included, “[Name of registered manager] really knows the service and is very responsive.” The service worked collaboratively with other health and social care professionals and people who used the service. People said they would recommend Premier Care. Comments included, “Great company. I would 100% recommend the company.”

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.

The service had made improvements since the last assessment. They shared examples of projects they were working on to enhance the quality and safety of the service. For example, they were working with the local authority to promote the use of assistive technology. They had produced an accessible information sheet for people which highlighted the range of equipment options available to provide additional support. They shared case studies which highlighted the positive impact this had on some people they supported. For example, 1 person used a device to prompt them to take regular fluids, and another used an alarm to prompt them to take their medication.