Guild Healthcare

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.At our last assessment we rated this key question 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 82 (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 had a shared culture and passion that staff enabled people to have a good quality of life. Leaders and office-based staff were available to people and staff with an ‘open door’ policy to ensure changes could be acted upon promptly. One person told us, “The manager comes to see me. In fact, the manager bends over backwards to make sure I have everything I need. Manager reviews my care needs and has organised a hospital bed, commode absolutely first class”

While another person said, “The communication is excellent and keeps me updated about any concerns.”

A relative told us “The company is well managed and it reflects in the level of support that my [relative] receives “

The provider had a statement of purpose that set out their aims and visions. The provider had policies in place to support equality and diversity and plans as a wider organisation.

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.

The registered manager ran the service with skill and professionalism. There was integrity and compassion for the approach of providing good quality care from the provider and the registered manager to empower staff to provide high quality support. All staff told us that they felt the registered manager and wider organisational management were supportive and approachable. Staff told us they felt like a ‘family’. One staff member told us “It’s the best place I have ever worked”.

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

Staff felt able to speak up and they felt confident they would be listened to. There was a culture of openness and transparency. Staff consistently told us they felt able to speak up and they were confident they’d be listened to . People also told us they feel able to speak up to the service if needed.

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who worked for them. Staff told us they felt valued and the work they did mattered. Staff felt the provider and registered manager were supportive and created a positive working environment.

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.

The registered manager and provider completed a wide range of audits and checks, which monitored the quality of care and celebrated success.

There was evidence of a positive culture and commitment to improvement, and any issues were resolved immediately. The provider had systems in place to monitor incidents, safeguarding concerns, and missed visits, with no significant concerns identified in these areas.

The service had a clear structure for oversight, including regular team meetings, a duty system for out-of-hours support, and a call monitoring system that tracked staff attendance in real time. Feedback from people using the service was overwhelmingly positive and was analysed to inform service improvements.

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.

Leaders worked in close partnership with health and social care professionals. This ensured people received a joined-up service to achieve their maximum potential. The provider worked well with external professionals and community partners to support people’s care. The service demonstrated a commitment to shared learning. Staff meetings were held regularly, and lessons learned from audits, incidents and complaints were shared with the team. The provider celebrated achievements which helped foster a positive culture and recognition.

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.

Leaders embraced advice, support and innovation from stakeholders to ensure they provided support which was in line with best practice principles. The provider had systems in place to support continuous learning and improvement.

Training was held in high regard, with a dedicated trainer delivering an induction programme that included hands-on and practical learning. Staff spoke positively about the training, noting it was engaging and covered essential topics. Staff felt supported to develop professionally. Feedback from staff and people who use the service was welcomed.