Yourlife (Swindon)

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• 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

We reviewed 7 quality statements relating to shared direction and culture, capable and compassionate leaders, freedom to speak up, workforce equality, diversity and inclusion, governance, management and sustainability, partnerships, communities, and learning, improvement and innovation. Staff and leaders demonstrated a positive, compassionate and listening culture. There was a clear strategy and business plan in place which outlined the organisation, values, aims and mission. Staff and leaders had been provided with appropriate training to be effective in their roles. Systems were effective in making sure people’s records were kept confidentially. There were mechanisms in place to allow people, relatives and staff to speak up and have their voices heard. There were policies and procedures in place to support workforce equality, diversity and inclusion. There was evidence of the provider liaising with various health professionals to ensure safe care and treatment for people living in the service. There were effective governance, management and accountability arrangements in place.

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.

Staff showed an understanding of the organisation’s values, aims and visions. Staff told us they enjoyed working at the service and they were given training and opportunities to develop. Leaders had collaborated with staff to create their values to ensure a shared direction and culture.

The service had a shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding the challenges of people ‘s need and their communities.

Staff told us they could approach leaders at any time, and they received the support needed. Where concerns had been raised leaders were responsive to people and staff.

Leaders were knowledgeable about the issues and priorities for the quality of the service. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty. Leaders demonstrated a clear understanding of how a poor culture could affect people’s care.

Staff told us they were able to speak up and have their voices heard. Leaders told us they had mechanisms in place to allow people, relatives and staff to speak up and have their voices heard.

There was a whistleblowing policy and procedure in place which staff had access to. Records of supervisions and team meetings reviewed as part of this assessment showed staff were able to have their voices heard.

Staff were positive about their experiences from an equality, diversity and inclusion perspective. One staff member provided an example of where leaders had been supportive with their individual needs during an emergency.

There were policies and procedures in place to support workforce equality, diversity and inclusion.

Staff and leaders understood their roles and responsibilities and had opportunities to discuss their roles during supervision and team meetings.

The service 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. 

People told us the service worked with other partners, so they received the support they needed.

Staff and leaders told us they worked with a range of stakeholders and partners to help make sure people received good care.

Partners told us the service collaborated with them to improve the care for people.

There was evidence of the provider liaising with various health professionals on behalf of people using the service. The housing complex had additional services available for people on site to access such as a dining area, meal delivery service and activities.

Staff were able to offer suggestions for improvement and learning during supervisions and team meetings. Leaders told us they were moving to an online care planning system which would strengthen their digital approach to providing services to people.

The provider was aware of Care Quality Commission (CQC) new ways of working and understood the new framework. Staff had received training relevant to their roles. There was evidence of reflective practice where things had gone wrong which ensured lessons had been learned.