Prime Way Care Ltd London

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.

People and relatives felt the service was well run and they were happy with the care provided. Their comments included, “They are nice people. Everything seems to be OK to me, no problems with them”, and “It's all going all right. I think the agency is well run.”

The provider had developed a mission statement for the organisation which identified the objectives and aims for the service and how these could be achieved. The provider was working with an improvement consultant to identify and implement actions to make improvements and embed the culture and values of the organisation with staff.

People and relative told us staff respected them with comments including, “They are absolutely all exemplary, they are like a family to me”, and “I think [staff member] is very respectful to me. They treat me like another human being. They treat me like they would [want to be treated] themself.”

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 told us they felt supported with a staff member commenting, “I want to reiterate how supported I feel by the whole team in Prime Way and the manager always makes time to make us feel seen and heard.” People and relatives said they had regular contact with the registered manager and senior staff who were approachable. A relative said, “They do listen. I mentioned [an issue], and they put things in place. My feedback resulted in a change.” The registered manager was supported by a team of senior staff who had clear roles and responsibilities.

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

Staff explained they knew what to do if they had concerns about a person and their care. Staff told us they felt supported and confident to raise any concerns. The registered manager understood their responsibility to be open and transparent if something goes wrong including apologising and identifying actions for improvements.

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 registered manager explained they employed staff who lived locally to the people they were supporting so they understood the community. The provider had identified the role of workforce equality, diversity and inclusion in their recruitment policies and their workforce planning statement.

Staff told us they felt support and respected by the registered manager and senior staff. A staff member said, “I feel supported and appreciated by Prime Way care. I know this because I am constantly praised and reminded of my good work.”

The provider sent a quarterly newsletter to staff which included information about the meaning of Ramadam and Eid, how to request leave and health considerations for staff to remain hydrated when fasting.

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 quality assurance process in place which included regular audits of care plans and risk assessments, medicines administration, incidents, accidents, financial transactions for shopping and safeguarding. If any issues were identified from the audits appropriate actions were identified and implemented.

The provider had processes to ensure the storage of personal data followed legislation and best practice. The provider had developed a contingency plan to ensure support visits would be continued in case of an emergency within the service.

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.

Staff worked with health and social care professionals, when required, if a person’s wellbeing needs had changed. The registered manager explained they worked with GP’s, district nurses, the local authority and other local services. The registered manager had a list of organisations included day centres and local charities which they can direct people to for additional support, where required.

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.

Staff completed a range of training to ensure they were up to date with best practice. The provider sent staff regular emails with information on any issues identified and good practice. The provider obtained feedback from people and relatives through spot checks, care plan reviews and surveys. If any issues were identified, they made improvements.

Following an incident, accident complaint or safeguarding concern, an investigation was completed and any actions for improvement were shared with staff.