Prestige Nursing Sleaford

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 clear shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and an exceptional understanding of the challenges and the needs of people and their communities.

Staff spoke positively about the culture at the service, describing colleagues as “really friendly” and “down to earth.” One staff member told us, “We are treated as equals.”

There were clear roles and responsibilities that enabled the service to run effectively. Staff understood what they needed to do and acted with confidence knowing support was available when needed. One staff member told us, “Roles and responsibilities have been explained. I have a copy of my job description also.”

The registered manager promoted a supportive culture at the service through reliable leadership, dedication, and by maintaining a personable and friendly etiquette. The registered manager was well supported by the care planner who bolstered the leadership presence at the service by supporting with daily delivery and governance tasks. The registered manager and the care planner demonstrated genuine care for the people who used the service, and for the staff who supported them. This resonated through the feedback we received from staff who said, “The service is very well run” and “Leaders are very good”. This was supported by comments from people who described management as “approachable and understanding.” The registered manager and the care planner worked together effectively, building a culture of trust, openness and positivity.

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 always did so with integrity, openness and honesty. They ensured the organisational vision was delivered, and risks were professionally managed. Staff told us, “Leaders are very good. They always get back to you when issues need to be addressed.”

The registered manager was calm, measured and controlled throughout the assessment process. They demonstrated their self to be a confident and experienced leader. Staff described the registered manager as “a very good manager” who “is always there when you need them” and “supportive when things are difficult.” The registered manager had good knowledge about health and social care and understood their regulatory responsibilities. They expressed loyalty to people, staff, and ensured good quality care.

The registered manager told us they felt supported by the provider. During this assessment, The Operations Manager attended to support the registered manager and facilitate the assessment process. The Operations Manager was friendly, approachable and very knowledgeable about organisational procedure and the future direction of the business.

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

Leaders actively promoted staff empowerment to drive improvement. They encouraged staff to raise concerns and promoted the value of doing so. Staff understood how to raise concerns and told us they felt comfortable in doing so, and they felt assured they would be listened to and action would be taken.

Freedom to speak was supported by effective provider processes. These were clearly outlined in the providers policy that was reviewed and kept up-to-date.

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 ensured there were effective and proactive ways to engage with and include staff. Regular quality calls took place enabling care staff to have direct engagement with leaders of the organisation. Staff felt empowered and were confident that their concerns and ideas would be listened to and would result in positive change to shape services. Staff described the organisation as “supportive” and told us they felt “valued.”

The provider promoted staff wellbeing through endorsing a 24-hour wellbeing support service. This gave staff access to trained councillors and other services providing practical advice. Information on this service was readily available and staff knew how to access the service if required.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver high-quality, sustainable care, treatment and support. They always acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

The providers quality assurance systems were effective at identifying shortfalls and risk. Quality audits were completed at the service to ensure safe care delivery and action was taken to ensure safety incidents were responded to. Provider level audits and checks took place to provide an additional layer of quality assurance and ensure regulatory compliance. We found examples where these had been effective. In one case, the provider audit had prompted the registered manager to ensure a staff competency interview had been completed following a medicines incident.

Service communication was excellent. Staff were well informed of organisational and localised changes to the service. Feedback from people also supported this understanding, stating they were kept up to date of changes and could always reach the office if they needed anything. Leaders were also available when staff needed support including out of hours.

The provider described their plans for future development and sustainability. These included potential organisational re-structure tailored on a franchise model, and the development of purpose build digital systems for drafting and maintaining care records.

Staff and leaders understood their duty to collaborate and work in partnership with people, other organisations, so services work seamlessly for people. People received effective joined-up care as a result of the provider working effectively with other healthcare services and maintaining effective partnerships with other professionals delivering care.

The service was embedded within the local community it served and found creative ways to engage create partnerships. For example, the provider engaged with a local charity creating opportunities for people to support better community focussed outcomes. The provider also made use of social media to promote community engagement and communication.

The provider selflessly promoted the welfare of people in the community by welcoming local citizens into their office, situated in the heart of the local town. The registered manager described how people and local citizens would often visit them at the office for a drink or social engagement.

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.

Staff and leaders had a good understanding of how to make improvements happen. The approach was consistent and included measuring outcomes and impact. The service had strong external relationships that supported improvement and innovation.

Managers and leaders genuinely welcomed feedback and could demonstrate what action had been taken in response. Leaders encouraged reflection and collective problem-solving.