Precious Homes East 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

The management team were committed to improving the activity provision and documentation relating to care plans, risk assessment and environmental checks. The management team supported staff well and there was effective and frequent communication to ensure information was handed over and discussed to produce the best outcomes for people. There was an open and supportive culture between management and the staff team.

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.

We did not look at Shared direction and culture during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Capable, compassionate and inclusive leaders during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Freedom to speak up during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Workforce equality, diversity and inclusion during this assessment. The score for this quality statement is based on the previous rating for Well-led.

The culture was open and inclusive. Staff said the relationships between staff and people were positive. A staff member told us, "We work well together as a team. It is a good team." Staff told us the registered manager and provider carried out regular checks at the service and were supportive in their roles. Comments included, "Managers do checks and audits. They also do daily walk rounds [to monitor the standard to care]."

The registered managers have a legal responsibility to notify the CQC of any allegations of abuse, serious injuries or incidents involving the police. We found the registered manager was open and transparent with people and relatives when things went wrong and notified and liaised with the local safeguarding authority and CQC regarding concerns of abuse. Policies and procedures to promote safe, effective care to people were available at the service. These were regularly reviewed and updated to ensure staff had access to best practice guidance and up-to-date information for their role. The management team carried out various audits in the service. Care plan audits took place regularly, the audit tool used was robust and reviewed the quality of care records. The registered manager told us they had relevant business contingency plans in place which were reviewed regularly to ensure the service could continue supporting people in a crisis.

We did not look at Partnerships and communities during this assessment. The score for this quality statement is based on the previous rating for Well-led.

During our inspection we spoke to staff about the training they received in order for them to carry out their responsibilities in providing support to people in their care. Staff told us about the different courses they attended including safeguarding, autism, communication and equality and diversity as some examples of training they undertook. All staff we talked to told us how they valued the training they received. The registered manager had a vision for the service and a desire for people to achieve the best outcomes possible. They were committed to the continuous improvement of the service to ensure people lived full and fulfilling lives. There was a culture of continuous learning and development embedded within the service. The registered manager also sought feedback from people, family members, staff and other professionals about the service through surveys and conversations.

The provider was able to demonstrate there was a culture of continuous learning, innovation, and improvement across the service to help encourage creative ways of delivering equality of experience, outcome and quality of life for people. The provider had a robust system to monitor, assess and drive improvements to their service. These audits included care plans and risk assessments audits, health and safety audits, premises and equipment audits, infection control audits, staff dependency tools and incident and accidents. Where actions had been identified this informed an action plan. The registered manager also held meetings for people and separate meetings for relatives so they could ask questions or voice any feedback. Systems were in place to seek people’s and relatives’ views on the service. Staff meetings were used by the management team to share important information and discuss any issues. Topics included safeguarding concerns, recruitment updates and people who they support.