Yourlife (Rugby)

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 inspection 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.

Managers and staff were positive about working for Your Life (Rugby). They understood the standards expected of them and their role in ensuring people had the support they needed to remain living independently in their own homes. One staff member told us, “I enjoy coming to work. I have never gone home and thought I have had a bad day, I have never felt like that since I have been here, it is just so nice." Another staff member commented, “I love my job and it is a great place to work. You are part of a team here and it is like being part of a community. It is a positive place to work." This staff member went on to say, “If you can come to work and make someone's day a bit happier and a bit brighter you know you have done something worthwhile."

Newly recruited staff completed an induction and probationary period during which their work was regularly reviewed to ensure they followed the provider’s policies and procedures. The provider’s duty managers carried out spot checks, competency reviews and individual supervisions with staff to ensure expected standards were maintained.

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 was supported by duty managers who had clear and defined delegated responsibilities. Staff felt confident in the management of the home and the accessibility of the managers. One staff member particularly spoke about the guidance and support they received and commented, "Even though I have been here several months, there are occasions when I have to ask what to do in a situation and I am never made to feel belittled." Another staff member described the managers as, “Very approachable and very supportive."

At the time of our inspection, the registered manager was moving to another position within the provider group, and the provider was recruiting for a new registered manager. Both staff and people told us they had been fully informed about the changes and were confident in the support structures in place to ensure consistent management of the service during this transition period.

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

Staff confirmed there was a whistleblowing policy and told us they would raise any concerns about the practice of other members of staff to keep people safe. Staff felt able to speak to managers if they wished to share feedback or raise any issues.

Staff were encouraged to provide feedback through surveys about their experiences working at Your Life (Rugby). Actions plans were developed from feedback to enhance staff working experiences.

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.

The provider had an equality and inclusion policy which was reflected through staff recruitment, induction and ongoing training. The provider’s recruitment process provided new staff with the opportunity to complete equality and diversity questions, including in relation to any disability, gender or sexual orientation. Any health issues were explored so reasonable adjustments to support staff in their role could be considered. Staff could update their information if there was any change.

Staff described a fair and inclusive service where they would be confident to challenge and report discrimination.

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 management team completed regular audits to assess the quality of the service. They checked people's care plans were completed and regularly reviewed, daily logs were completed accurately and that medicines were administered safely by staff who continued to be competent to administer them.

The provider carried out their own audits to ensure their policies and processes were being followed. For example, auditing of accidents and incidents and ensuring safe recruitment checks were completed. The provider had processes to support performance through their compliance team and their care performance managers.

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.

The registered manager had links with other agencies to access training opportunities for their staff team. Representatives from charities and local organisations were invited into the service to share information and signpost people to other support networks. This helped increase people’s understanding of different health conditions, improving people’s outcomes.

The provider supported community relationships and had their own charitable foundation. The provider also offered staff 2 days paid volunteering to support a project, cause or charity of their choice.

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.

The provider encouraged the professional development of staff by supporting them to gain recognised qualifications in health and social care. The provider had also introduced an apprenticeship scheme giving staff an additional pathway to gaining further qualifications. Some staff had taken on ‘champion’ roles in areas such as end-of-life care to share and embed good practice in those areas. One staff member told us, “I see myself as progressing in this job and it is nice to be in a team where you do feel valued."

The provider had recently introduced a new electronic care planning system to improve people’s experiences and the auditing of care provision.

The provider shared learning and any health and safety alerts through ‘Tuesday Talk’, a weekly email. Managers were also encouraged to share learning or bring matters for discussion at regular meetings with other managers throughout the provider group.