Precious Homes North 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 inspection we rated this key question requires improvement. At this inspection, the rating has changed to 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 service had a shared vision, strategy and culture. This was based on transparency, diversity, inclusion and engagement. There was an understanding of challenges faced by people with learning disabilities and autistic people and their communities. People’s relatives told us managers were available and keen to engage. Staff told us they had received the training they needed to carry out their roles effectively. They told us they had the leadership support they needed to perform their duties effectively. A staff member said, “The managers are now listening more to staff and staff are happy, and we have management looking at what is and isn't working.” Another staff member said, “[Manager] was lovely and asked if there was anything they could do, they were very personable and made me a cup of tea, it’s those little things.” The values of the service were regularly discussed at team meetings and in one-to-one supervision meetings.

The service had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support. This 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. All the staff we spoke with gave positive feedback about the management of the service and told us they felt well supported. A member of staff said, “I feel supported and there are monthly meetings, there are a lot of changes in place."

Staff felt the registered manager and the deputy were always available and approachable. They were supported by the management team and felt confident to raise any concerns. We saw people and staff confidently approaching the registered manager in their office on the day of the assessment. The office was accessible and on the ground floor. The registered manager had an open-door policy. The daily presence of the registered manager and deputy meant people were seen every day and asked how people were. This approach had helped form relationships with people where they felt confident to express their views.

The service valued the diversity of their workforce. They had an inclusive and fair culture which had improved equality and equity for people who worked for them. Staff were treated with respect and as individuals. The provider carried out staff surveys, meetings and supervisions which helped support where adjustments may be required.

The service had clear responsibilities, roles and systems of accountability in place and said they had learned a lot form the last inspection. The provider had established a new Governance Framework that had been embedded over the last 2 years. The purpose was to set guidelines, processes and responsibilities to ensure effective governance and decision making. Since the implementation of the new compliance system, they have improved the recording and process around safeguarding, incidents including health and safety, medicines, data breach and behaviour of concern. This system has also helped them to improve and have a better oversight of service audits.

Staff supported people to be a part of their local communities for example, some people could freely access local community facilities while others needed more structured support to ensure they were not overwhelmed. Two people had access to their own vehicles and went out on regular trips. People benefitted from ‘joined-up working’ between themselves, the provider, the local authority and other care providers. Records showed the provider worked closely with local health services to ensure people could access these safely.

Staff were supported to learn and improve in their role, through regular training, supervision and team meetings. Senior staff used feedback and learning to improve outcomes and people’s quality of life. Senior staff used guidance and support from local networks and partners to continually improve their knowledge and practice in relation to how the service is delivered.