ProAce Healthcare Services Ltd

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. This is the first assessment for this service. This key question has been rated good. This meant the service management and leadership were consistent. Leaders and the culture they created supported the delivery of high-quality, person-centred care.

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.

The service 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. Staff and leaders demonstrated a listening culture and were open to learning and improvements. Equality and diversity within the service was promoted. New staff received support and training which helped them to show those values in their daily work with people.

The service 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 demonstrated they had the skills and knowledge to manage the service effectively with support from the directors. A staff member commented, “It is the best company I have worked for, all the managers are so supportive and approachable.” A relative commented, “The company is well run, the manager involved my relative right from the start.”

The registered manager and directors fostered a positive culture where people felt they could speak up and their voice would be heard. Processes were in place for staff and people to speak up. The provider had a clear whistle blowing policy. Staff could raise concerns and the information about how to do this was available in the staff handbook. Staff meetings took place, and staff had the opportunity to share comments and give feedback. A staff member told us, “We have regular staff meetings and are asked for our feedback.”

The service valued diversity in their workforce. They work towards an inclusive and fair culture by improving equality and equity for people who work for them. Staff provided positive feedback about their experience of working at the service and told us they felt equally treated and supported by leaders. They told us they felt valued and respected in their roles. They said they felt supported by the management, some said they were well supported personally when needed.

There were mostly effective governance systems in place, including quality monitoring systems and audits which identified where actions were required and areas for improvement. However, some improvements were required to some records as identified. The service had clear responsibilities, roles, systems of accountability. They acted on the best information about risk, performance and outcomes, and share this securely with others when appropriate. An external quality assurance was in place to monitor aspects of service provision.

Staff and leaders understood their duty to collaborate and work in partnership, so services work seamlessly for people. They share information and learning with partners and collaborate for improvement. Staff worked alongside other professionals to ensure appropriate support was provided. Professionals’ comments included, “I have found the management team to be proactive. Some of my clients have shared that the service they receive is very good”, and “ProAce staff presented as caring and wanting to do the best for the individual we were working with.”

The service 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. Our conversations with the registered manager demonstrated they were committed and passionate about the service they delivered. A professional commented, “ProAce staff have attended training promptly when offered by our department.” They actively contribute to safe, effective practice and research.