Priory Supported Living Hull & East Riding

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 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 provider had a shared vision, strategy and culture. This was based on transparency, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities. The provider’s ethos and ‘Positive Culture Pledge’ were displayed in the office and discussed as part of competency checks, to promote staff understanding. There were also positive culture workshops. Staff understood the values of the organisation and told us there was good teamwork and a positive, person-centred culture. One commented, “It's a really nice place to work.” Leaders demonstrated a compassionate, listening culture; this promoted trust and continued learning and improvement.

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 did so with integrity, openness and honesty. There was a robust management structure, which included an overall manager and deputy managers covering specific supported living services. The manager of the service was registered with CQC shortly after our assessment. Staff spoke highly of the management team. One told us, “We are really well supported. You can go to any colleagues or managers for help if you need it.” People using the service knew the management team and told us they would talk to them if they had any concerns.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. There was a whistleblowing policy in place and staff were aware how to report concerns. Staff told us they were encouraged to share any issues in team meetings and supervisions. They were confident anything they raised would be acted on.

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 had an Equality, Diversity and Inclusion policy and recruitment polices in place to promote a fair and inclusive workforce. Managers focused on staff wellbeing and worked to ensure there was equity of opportunity and experience for the workforce. Staff could also access occupational health services should any advice be required to support health, safety and wellbeing in the workplace.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate. The provider completed a range of regular audits to check the quality of care delivered. These were used effectively to identify and address any issues. There was a clear governance structure and staff understood their roles and responsibilities. The provider had a risk register and contingency plans in place. Relevant information was submitted to CQC as required.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement. The provider regularly worked alongside a range of health and social care professionals to ensure people’s holistic needs were met. This resulted in positive outcomes for people. We saw recent compliments had been received by external partners. A professional had described one person’s progress as ‘incredible’ since being supported by the service. Another thanked and praised the staff team for their work in supporting someone with their improvement in physical and mental health. We saw from multi-agency meeting minutes that relevant information and updates were shared appropriately, to ensure a joined-up approach. Staff also supported people to access local community facilities.

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. They actively contributed to safe, effective practice. The management team encouraged ideas and suggestions in team meetings. They used incidents and audits to identify any learning opportunities. They shared lessons learned, complaints and compliments with the team, where appropriate, to drive improvement. Safety huddles were used to reflect on practice. The manager kept up to date with best practice and legislation via updates from the provider, local authority meetings and bulletins.