Harry Priestley House

Lessons learned were identified and documented which supported a culture of learning in the service. The provider shared safeguarding concerns quickly and appropriately. People were safe in Harry Priestley House. People’s care plans were person-centred and clearly identified their care needs, preferences and routines. Risks associated with the provision of care and support were assessed and mitigated. Members of staff were deployed effectively to meet people’s needs. Medication administration was managed safely.

People’s care needs were assessed and reviewed regularly. The provider worked well across teams and services to support people. People were supported to live healthier lives and where possible, reduce their future needs for care and support. People’s capacity to consent to care was assessed and recorded in their care plans. Assessments were decision-specific in line with the Mental Capacity Act 2005 Code of Practice.

The provider was exceptional at treating people with kindness, empathy and compassion and in how they respected people’s privacy and dignity. Staff always treated colleagues from other organisations with kindness and respect. Members of staff were extremely kind and caring. The provider was exceptional at promoting people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing. People were supported to make choices and have control over decision making in their home. The provider was exceptional in how they listened to and understood people’s needs, views and wishes. Staff responded to people’s needs in the moment and acted to minimise any discomfort, concern or distress.

Care was person-centred and unique and specific to each person. The provider supplied appropriate, accurate and up-to-date information in formats tailored to individual needs. People were supported to get out and about in the local community. Members of staff supported people to engage in a range of different activities of their choosing. People were supported to plan for important life changes, so they could have enough time to make informed decisions about their future, including at the end of their life.

The provider had a very clear shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and an exceptional understanding of the challenges and the needs of people and their communities. Leaders had the skills, knowledge, experience and credibility to lead effectively. They always did so with integrity, openness and honesty. The registered manager led the service excellently and ensured the service remained focused on high quality and effective care for people. 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. The provider focused on continuous learning, innovation and improvement across the organisation and local system.