Precious Homes Black Country Community Services

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 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, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities.

The provider ensured staff were aware of their vision and values and regularly shared these through staff training, meetings and updates. A member of staff told us, “I am aware of our service visions and values which focuses on enabling people with learning disabilities and /or autism to live fulfilling lives with independence and control through person-centred support and community integration. The values include, kindness, which involves treating everyone with dignity and respect, involvement which involves actively involving the individuals, their families and team members in shaping support and decisions. Quality of life involves continuously working to improve the quality of life for the individuals we support, by focusing on personal development and well-being. Progress involves enabling and encouraging service users’ progress by providing support customised to each individual’s needs and aspirations. I apply these values in my daily work by supporting individuals in ways that reflect their choices and dignity.”

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 culture of reporting and learning from safety events and ensuring all staff had the necessary skills and training to carry out their role. Staff were supported through regular meetings and supervisions where they could discuss their role and performance and provided opportunities for discussing any issues with the service and how to make improvements. A member of staff said, “I have regular supervisions where I can talk openly about my role, training needs, or any concerns, and I feel my input is listened to. We also have regular team meetings, which help us share updates, good practices, and any changes in the service. It makes me feel part of a team that works together to give the best care for our service users.” Another member of staff told us, “The best thing about working here is knowing that I have a platform to make a real difference in the lives of the people we support, working with a supportive team and having a service that truly values dignity and individual needs.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

A relative told us, “[Name of registered manager] and [name of staff member] are very approachable and accommodating and I feel happy liaising with them.” Staff felt there was an open culture where there was good communication and opportunities to raise concerns. A member of staff said, “I feel confident in raising concerns at any time, and I am aware of the whistle-blowing policy, which enables me to report any concerns anonymously directly to the designated whistle-blowing persons through emails, link or call in accordance with the company policy.” Staff supported people to raise concerns where necessary and the complaints procedure had been produced in an easy read format to assist people.

The provider had a proactive and positive culture of safety, based on openness and honesty. Staff listened to concerns about safety and investigated and reported safety events. Lessons were learnt to continually identify and embed good practice.

Staff were aware of the procedures for reporting and responding to any incidents. There were systems in place to analyse and identify any trends relating to accidents and incidents. Any learning from incidents were shared with staff during team meetings, debriefs, one to ones, handovers, and through supervision sessions. A member of staff said, “I have reported incidents such as minor falls or behavioural episodes. I followed the company’s incident reporting procedure and completed the necessary documentation. Lessons learned are shared in team meetings, handovers, or through email updates. We review changes in care plans to reflect updated strategies.” Relatives confirmed they were informed of any incidents regarding their loved one.

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.

There was a clear management and staff structure where staff were aware of their roles and responsibilities and put these into practice. The provider ensured they had a good oversight of the service through their senior management team who monitored and supported the service. There were audits and checks in place which were effective in identifying shortfalls and driving improvements. The registered manager also carried out spot checks and out of hours visits to ensure people were receiving the care and support they needed, and staff were carrying out their role effectively. The service had received numerous compliments from people’s relatives about the quality of care provided.

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.

Systems were in place to ensure people were supported to access external professional services as needed. Staff told us there was good communication with the registered manager and there was positive involvement and engagement with healthcare professionals to help maintain and enhance the quality of people’s lives. A member of staff told us, “I interface regularly with healthcare professionals such as social workers, nurses, GPs, and speech and language therapists to ensure service users receive well-organised support. This is usually done by maintaining open communication and focusing on the individual’s goals, by sharing observations from daily care as agreed in the care plan and ensuring all appointments are attended.”

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 and research.

There were systems in place to learn from accidents and incidents. Staff told us if things went wrong, the issues were discussed with staff during team meetings and individual support and supervisions. Staff told us how they contributed to making improvements to the service. They told us their views and ideas were encouraged and listened to.