Yourlife (Clevedon)

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 assessment for the 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 ensuring people had their individual needs met. The provider’s mission, values and commitment statement confirmed what people could expect of the service. This included receiving care that was dignified, respectful, promoted independence and people’s rights and that was private, gave choice and fulfilment. The registered manager wanted to provide the best care possible to people and they did this by having an open-door policy and by supporting people with a set of values. These values were displayed within the service. People felt supported by staff who were respectful and who were kind and caring. Staff felt able to raise any concerns at any time.

The provider had inclusive leaders who lead with integrity, openness and honesty. Staff felt supported by the registered manager and senior staff. The registered manager was accessible and available to staff within the building, and they held regular staff meetings and sessions where staff could discuss any concerns they had. All staff felt it was a nice place to work. Staff told us, “It’s a lovely place to work” and “It’s really nice.” All staff were positive about the support provided from the management team. A member of staff told us, “The support is really good. A good team.” The registered manager spoke of the importance of being available and accessible to staff and people and how they wanted people to get the best care possible.

The provider and the registered manager had a positive culture where people felt they could speak up. All staff felt able to raise any concerns with the registered manager or senior staff if needed. Staff had regular staff meetings, supervisions, competency reviews, and the registered manager was accessible within the building if needed. Staff had the opportunity to feedback through provider staff surveys and the provider’s whistleblowing policy was accessible to staff in the staff room should they need to raise any concerns this way. The registered manager had an open-door policy and staff were happy to discuss concerns with them if needed.

The provider and registered manager valued their workforce, and they had an inclusive and fair culture. People were given choice about the care and support provided to them. Staff were provided with training and further development, so they had the skills and knowledge to undertake their role. The registered manager explored people’s wishes around who provided them with their care, and they tried, where possible, to accommodate people’s wishes. They worked towards an inclusive and fair culture by improving equality and equity for staff and people.

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. The provider acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate. The registered manager had systems to learn from incidents and complaints, ensuring referrals and notifications were made when required. They ensured staff had the skills and competencies to provide good quality care and there were sufficient staff to support people. This was confirmed on the service action plan. Senior managers undertook visits and completed quality reviews. This ensured there was good oversight of the quality of care being provided at the service and wider within the organisation.

The registered manager worked in partnership, so people achieved the best outcomes possible. People were supported by staff and the registered manager who understood their duty to collaborate and work in partnership, so people received a seamless service. They shared information and learning with partners and collaborated for improvement. People had their feedback sought through care plan reviews and customer surveys. The registered manager worked in partnership with the community and social groups which were available to people should they want to attend them. These included, exercise classes, coffee mornings, art and gardening clubs.

The registered manager had a positive culture within the organisation where they provided staff with continuous learning and improvement following incidents. They collated information about any incident and reviewed this providing any learning and training to staff if needed. All people were happy with the care and support provided and all staff felt the support and training provided was comprehensive.