Priory Supported Living London & Home Counties

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.

The last rating for this key question was 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 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 culture at the service which placed the needs of people using the service at the heart of all decisions. The provider had systems to enable people and staff to share their experiences and help to make decisions about the future. These included forums for people and staff where senior managers engaged with them, satisfaction surveys and local meetings.

There was a friendly and welcoming atmosphere in each of the schemes. People using the service, relatives and professionals confirmed this.

Staff liked working for the organisation and would recommend it as a place to work. Comments from staff included, “Everyone is closely involved in what is going on and this helps give us confidence to move in the right direction”, “I feel I have a genuine opportunity to make a meaningful impact for people each day. Empowering them and helping them reach personal goals is very fulfilling” and “There is a good team culture. I work alongside a group of dedicated, caring colleagues who share the same values. We support each other, communicate well, and are always willing to go the extra mile for both the people we support and each other.”

The registered manager explained that the organisation had systems to help prevent closed cultures. These included encouraging staff to speak up, involving senior leaders with local staff meetings and acting swiftly to identify and address any concerns about poor cultures.

Managers and leaders were knowledgeable, inclusive and visible. The registered manager was supported by a team of senior staff who managed the individual schemes. Senior staff completed relevant training and qualifications. They had regular meetings to share experiences and ideas. Staff told us they felt the management team were approachable and supportive. Their comments included, “[Registered manager] is excellent. [They] get things done when needed”, “My manager listens to me and is available when I need support” and “My manager is open and supportive. I really do appreciate the role [they] play. [They] have people at the heart of what they do.”

The organisation had visible senior managers. They visited the services to meet with people and staff.

The provider supported people using the service, staff and other stakeholders to speak up. There was a designated ‘speak up champion’ who staff could approach to discuss any concerns. Staff told us they felt supported speaking up with the champion, managers or raising concerns externally. The email addresses and numbers for senior managers were shared with staff to use if they wanted and needed.

The registered manager gave us examples about instances when staff had raised concerns. They explained how these were addressed, and learning was shared across all the schemes. The registered manager told us staff had explained they felt supported and were happy with outcomes following these discussions.

The provider supported workforce equality, diversity and inclusion. Staff were supported to have equal opportunities to access training and career progression. Staff were supported with flexible working arrangements to help them when they had personal caring responsibilities. The recruitment and human resources procedures ensured staff were not discriminated against. Staff were required to undertake training about equality and diversity as well as unconscious bias. The company values included an expectation that staff supported and respected each other.

Staff told us their individual needs were met. Their comments included, “I wanted flexible working due to [caring responsibilities]. They accommodated the hours I was requesting so that I can continue to work” and “When there is a festival or cultural gathering, I discuss this with my line manager in advance, and [they] will prepare the rota to accommodate my needs.”

The provider’s audits of medicines management had not always identified when improvements were needed. The registered manager had identified this issue themselves and shared their findings with us. They had started to make improvements to these audits.

The provider had effective systems for monitoring and improving the quality of the service. Staff and managers at all levels carried out a range of audits and checks to make sure people received good quality care and risks were being appropriately managed.

Staff worked in partnership with external professionals. The registered manager had regular meetings with other managers within and outside of the organisation. They shared ideas and lessons learnt. The provider organised for external speakers to attend managers meetings to provide information and training about specific areas.

The registered manager oversaw 8 supported living schemes based in different areas around London and the home counties. They told us they had links with social and healthcare professionals in the different areas. They explained, “Partnership working is very important to our service as this enables us and other professionals to support us when we are honest and transparent.”

The provider promoted a learning culture. Staff were supported to develop their skills and take part in training as well as external qualifications. Staff took part in monthly team and individual meetings with managers. They completed team building tasks, shared ideas, their learning and discussed company values. Managers shared information about good practice and legislation.