Huguenot Place

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

This was the first assessment of this registered service under a new provider and therefore we assessed all 7 quality statements from this key question. Based on the findings of this assessment, our rating for this key question is good. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care. The provider had established oversight and scrutiny systems, which they operated effectively. The managers had the skills, knowledge, experience to lead effectively. The provider’s culture was positive, open, and honest, with leadership and management that was clearly identifiable and transparent.

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 registered managers and staff told us they aimed to support people to lead independent and fulfilling lives. There was a clear culture and vision that enabled this.

The service aimed to give people consistently good care and staff worked together to try and achieve this. Individual supervision and staff meetings were used to reinforce this culture. The service statement of purpose and organisation values were on display in the home.

Staff told us the service was led by suitably competent and approachable managers. The feedback we received from staff about the registered manager was positive. A staff member said, “I enjoy working here. [The registered manager] is easy going, if you have problems, you can ask him.” The registered manager had the relevant skills, knowledge, and experience to lead the service. They were aware of the responsibilities of the role.

Individual staff supervision and group team meetings were used by the provider as a platform for staff to raise any concerns and an opportunity to meet with their peers and the registered manager. The registered manager held ‘have your say with the manager’ surgeries where people were free to come and speak to him about any issues.

The provider valued and listened to the views of staff. Staff told us they were given opportunities to provide feedback about the service and their opinion was valued.

The provider promoted an open and inclusive culture which sought the views of people using the service, their relatives, and staff who worked for them. They used a range of methods to gather people’s views about the quality of the care and how the service was run. Monthly group staff, individual supervision and key worker meetings were held which provided an opportunity for stakeholder feedback.

Staff told us they were treated equally, and their diversity was respected. They said they worked well together as part of a diverse team.

The staff came from diverse backgrounds and were all trained in BSL. Some were from the deaf community themselves and the recruitment for staff encouraged people from this community to apply.

The registered manager and staff members told us there were several audits and quality checks carried out to monitor the service and ensure it continued to provide a good service.

Thorough audits were routinely conducted by the staff, including the staff, registered manager and a central quality team. These audits included overseeing staff training, observing staff working practises, medicine audits and overseeing incidents and accidents including complaints. Audits were analysed and shared with the quality team to learn lessons and improve the service. The registered manager understood their responsibilities in relation to their regulatory requirements around notifiable incidents. There was an overarching quality assurance process which included checks caried out by the registered manager, regional manager and the quality assurance team.

People told us staff supported them to access community organisations such as deaf club and college as needed.

The registered manager and staff told us they worked with external health and social care professionals and community organisations and welcomed their views and advice.

We did not receive any feedback from external health and social care professionals, however records seen indicate there were no concerns in this area.

The provider worked closely with various external agencies including, GPs, various community teams, social workers and Local Authorities. This was underpinned by a policy of relevant information being shared with appropriate services within the community.

Staff recognised the importance of learning lessons and continuous improvement. They told us any incidents and accidents were recorded and reviewed to learn lessons.

There were processes in place to record any incidents, accidents, complaints and other audits. These were analysed to identify any shortfalls and learn lessons. There was an improvement plan in place which pulled together any areas of improvement from the different audits that were completed.