Prime Way Care Ltd London

On this page

• Overview
• Person-centred Care
• Care provision, Integration and continuity
• Providing Information
• Listening to and involving people
• Equity in access
• Equity in experiences and outcomes
• Planning for the future

Responsive – this means we looked for evidence that the provider met people’s needs.

At our last assessment we rated this key question good. At this assessment the rating has remained good. This meant people’s needs were met through good organisation and delivery.

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 made sure people were at the centre of their care and treatment choices and they decided, in partnership with people, how to respond to any relevant changes in people’s needs.

People’s care plans identified the person’s wishes and how they wanted their care provided. People and relatives confirmed they were involved in identifying care and support needs as well as the development and review of the care plan and risk assessment.

People’s care plans included information on their personal history, what was important to the person and any relatives, friends and advocates were involved in their support.

Staff confirmed they understood the support needs of the people they visited and regularly reviewed the care plans. Their comments included, “I always read the care plan and communicate with my coordinator to ensure I know exactly what support the client needs”, and “I read and follow care plans, risk assessments, and daily notes to ensure I understand each person’s needs and preferences.”

Staff usually visited the same people so there was consistency in the care provided and relationships could develop. A staff member told us, “I regularly support the same clients, which helps build trust and consistency.”

The provider understood the diverse health and care needs of people and their local communities, so care was joined-up, flexible and supported choice and continuity.

People and relatives told us they were usually visited by the same staff so they could get to know them. A person told us, “My main carer is very good. Sometimes there are different carers, but they are all okay.” The registered manager and senior staff worked with health and social care professionals when needed. Staff completed records of the care provided during each visit which could be accessed by other staff, so they had up to date information on the person they supported.

The provider supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs.

People’s communication support needs were identified as part of the initial assessment. The care plans identified if the person could communicate verbally, if they had any hearing or vision issues and if they used any communication equipment. The care plan also identified if a medical condition such as a stroke or dementia may impact the person’s ability to communicate. Staff were provided with guidance on how to communicate effectively with the people they were supporting.

The provider translated a range of documents into each person’s preferred language. People’s survey forms were translated so they could provide feedback on their care. Personal emergency evacuation plans were completed in the person’s preferred language so they could understand the actions to take in case of an emergency. The survey form was also provided in an easy read version to make is accessible.

The provider made it easy for people to share feedback and ideas, or raise complaints about their care, treatment and support. Staff involved people in decisions about their care and told them what had changed as a result.

People and relatives confirmed they had been involved in the development and review of care plans and risk assessments to ensure they reflected current care needs and how they wanted support to be provided.

The provider had a complaints procedure which was shared with people and relatives who confirmed they were aware of how to raise concerns. A relative told us, “I'm well aware of who to contact in the office if I've got any concerns. There's no nonsense on sorting things, they're very good at the office, they don’t muck about. They would deal with any complaints.”

The registered manager told us they obtained feedback from people and relatives through annual surveys, regular reviews and checks on the care provided. Staff were supported to give feedback though supervision and team meetings.

The provider made sure that people could access the care, support and treatment they needed when they needed it.

Staff supported people, when required, to attend GP and medical appointments which was confirmed by relatives. People’s care plans identified their cultural and religious preferences. The registered manager explained based upon the person’s support needs and cultural background they tried to match staff with a similar religious and cultural background.

The provider sent people a quarterly newsletter which included information on local community clubs, cafes and social clubs’ people could attend and confirming staff were available to support them to attend. The newsletters also provided information on how to get vaccinations, staying warm during winter and encouraging people to reach out to staff if they needed to talk to reduce isolation.

Staff and leaders actively listened to information about people who are most likely to experience inequality in experience or outcomes and tailored their care, support and treatment in response to this.

People’s care plans included information for staff on how to support prayer, spiritual wellbeing, diet and food, personal care and modesty and adjustments for festivals or holy days. Information sheets had been developed for staff covering 6 main religions which had also been translated into different languages. A relative told us, “They are very careful with [family member] and they listen to them. They have got to know them; they are very caring. They know about [family members] background.”

The provider had a cultural, religious and spiritual care policy which included guidance on how personal characteristics could be identified and supported. The policy identified the responsibilities of the registered manager, staff, people and relatives to identify, respect and support the person’s preference and beliefs. The guidance advised staff to ask people open questions to gather information on their beliefs and needs.

People and relatives were asked for feedback on their care to ensure their identified needs were being met. Staff completed training on equality and diversity.

People were supported to plan for important life changes, so they could have enough time to make informed decisions about their future, including at the end of their life.

The provider had an end of life care policy which provided guidance for staff. The provider had developed guidance for people and relatives identifying voluntary and charitable organisations which could provide support with end-of-life care.

People’s care plans included a section for information on the person’s wishes in relation to their end-of-life care. This included information on their medical condition, any specific religious or cultural beliefs, who they wanted informed about their advance wishes and where they wanted their care provided. An end-of-life risk assessment was also completed to identify any issues and actions which could be taken to reduce the risks.