Premier Care Blackburn 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

The managers were capable and compassionate. The new manager had worked hard to improve morale and led by example. The manager had a strong and positive vision for the service, and this was echoed by staff. There was a freedom to speak up policy and staff confirmed they felt confident about raising any issues. There were appropriate policies regarding equality and diversity. Managers were aware of their legal responsibilities and had a good understanding of risk. There was effective governance procedures which ensured the service was managed safely. The managers worked well with partner agencies and were committed to continuous learning to make improvements.

This service scored 71 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

There was a positive shared direction and culture between staff and leaders. Staff commented that they enjoyed their jobs, and there had been substantial improvements made by the new management structure.

There were relevant polices in place to support equality, human rights and diversity and inclusion. We saw business plans and continuity plans.

Staff spoke positively about their managers. Leaders and staff were recruited safely and in an open and transparent way. Leaders were enthusiastic about further learning and training to develop their knowledge and skills.

There were relevant processes and policies in place to support safe, positive and inclusive recruitment and induction.

Staff felt able to raise issues and concerns and said they felt they would be listened to, and their ideas would be acted upon. The manager spent time listening to staff thoughts and concerns and wanted to understand staff perspective to help make improvements.

There was a freedom to speak up policy and whistleblowing policy which staff were aware of and knew how to access.

There were appropriate workforce policies in place including equality and diversity, inclusion, and appropriate risk assessments were undertaken.

The manager was committed to improving the service and worked hard to tackle previous issues with staff training and development. Staff spoke positively about the new management structure and wanted to continue the good practice and meet the needs of people well.

There was a clear leadership structure, and introducing new managers had benefitted the governance of the service. The manager had begun a thorough programme of performance management of staff, and undertook regular audits to monitor and improve outcomes. Spot checks at people's homes were completed, and a system to monitor lateness of length of calls was used. The manager provided staff with further and more in depth training to support their knowledge and skills. Staff welcomed the new approach and felt more confident as a result. The manager was aware of their statutory obligations and submitted notifications to the relevant agencies. The provider had an internal audit system to monitor managers and the running of the service.

The provider worked in partnership with other agencies such as GPs, social workers, the local authority and district nurses. They also had link with the local community to help make services more accessible to people.

The management team was committed to further learning to help continuous improvement of the service. The manager was included in regular training updates and participated in group training sessions. Regular management and governance meeting were held to discuss new approaches and ideas.