Yourlife (Taunton 2)

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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

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 firstassessmentfor 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 71 (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,strategyand 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 registered manager had a clear vision and values that were understood by staff and reflected in practice. They all promoted a positive, inclusive culture where people were treated with dignity and respect.

Staff described the service as “a happy and friendly place to work with supportive colleagues and management” and said they felt proud to work at the development.

One staff member told us; “The manager is professional and supportive. Our team as a whole is responsive to everyone’s needs, as we are in a unique situation being based in the building, we are able to provide excellent person-centred care, adapting to individuals needs quickly. Our team are confident and professional in their work and are able to safeguard all of our homeowners effectively. I am proud to be a part of [the service] and a team that provides outstanding care and support.”

The registered manager’s ethos focused on enabling people to live independently for as long as possible remaining in their own homes.

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,experienceand credibility to lead effectively. They did so with integrity,opennessand honesty.

Leadership was visible, approachable and responsive. People and staff spoke highly of the registered manager, describing them as “the best manager I have ever had” and “very approachable and helpful.” The registered manager knew people well and worked closely with families and professionals to ensure care met individual needs.

Leaders demonstrated commitment to equality and inclusion, addressing issues promptly, providing training and organised events to promote awareness of protected characteristics. Staff told us they felt listened to and supported, and examples were given of adjustments made to accommodate personal circumstances.

The registered manager was keen to support staff develop in their job roles and was actively supporting them to achieve desired outcomes.

A healthcare professional told us; “I would also like to specifically mention [registered manager], who clearly takes great pride in [their] work. [Their] dedication and attention to detail have a significant positive impact on the environment and the quality of care provided.”

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

There was a culture of openness where staff felt safe to raise concerns. Staff understood whistleblowing and safeguarding procedures and were confident that management would act on issues. One staff member said, “I would speak up there and then, because I couldn’t not,” and others confirmed they would escalate concerns internally or externally if needed. Posters and information about whistleblowing were displayed, and staff were aware of routes to escalate concerns beyond the service.

The provider valued diversity in their workforce. They work towards an inclusive and fair culture by improving equality and equity for people who work for them.

The provider promoted equality and diversity through policies, training and practice.

Staff understood the importance of respecting cultural and religious needs and gave examples of how they accommodated preferences. The registered manager described initiatives to raise awareness, including LGBTQ+ events and discussions with people about treating others equally.

Staff told us they were treated fairly and supported with their wellbeing.

The provider did not always have clear responsibilities, roles, systems of accountability or good governance. They did not always act on the best information about risk,performanceand outcomes, or share this securely with others whenappropriate.

Systems were in place to monitor quality and safety, including audits of care plans, staff files and medicines. The registered manager and operations manager carried out regular checks and developed action plans where improvements were needed. There was a service improvement plan in place, and learning from audits and incidents was shared with staff.

However, some governance systems were not always effective in identifying issues we found during the assessment, such as in relation to medicines, risk management and recruitment.

The registered manager was open to feedback and began implementing changes during the inspection.

The provider understood their duty to collaborate and work in partnership, so services work seamlessly for people. They share information and learning with partners and collaborate for improvement.

The service worked collaboratively with health and social care professionals, including GPs, district nurses and local care providers.

Staff supported people to access healthcare promptly and liaised with people and their families to coordinate care.

There were links with the wider community, and people were offered to participate in social activities and events to reduce isolation.

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 contribute to safe, effective practice and research.

Leaders demonstrated a commitment to continuous improvement. The service was preparing to implement an electronic care planning system to improve efficiency and safety.

The registered manger purchased a specialist lifting cushion which provided a safe and dignified way to lift a fallen person from the floor, if safe to do so. This meant that people did not have to rely on emergency services to support with this.

There was evidence of learning being implemented in the service, such as feedback from CQC inspections of other services.