Your Life (Guildford)

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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. At our last inspection, we rated this key question good. At this inspection, 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 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 and culture based on transparency, equality and respect. The provider’s recruitment and assessment process was values‑based, which helped ensure staff were safe, competent, values‑aligned, and able to make appropriate decisions, particularly when working independently or in situations involving risk.

The registered manager told us the service benefited from a staff team who shared the provider’s values and supported one another well. The registered manager said, “We have a very open culture within our staff team. We know each other well and we are all very supportive of each other."

Newer staff said they had been supported well by their colleagues. One member of staff told us, “Since starting, everyone has been very welcoming and helpful with training me and making sure that I have all the equipment needed to complete the job. They have also been very helpful with answering any questions I have had and have said that if I need any extra help they will provide it.”

Leaders understood the context in which they delivered care and support and embodied the culture and values of the organisation. Leaders had the skills, knowledge and experience to lead effectively. They did so with integrity, openness and honesty.

Relatives said the registered manager and staff were accessible and responsive. One relative told us, “I have got a good relationship with them; the communication is very good. For example, if [family member’s] medication is running low, [registered manager] will ping me an email to let me know, and they will message me if there are any health concerns.”

Staff confirmed the registered manager was approachable and made time to listen to people’s views and experiences. One member of staff said, “There is good leadership in place here and the staff and [people who used the service] know who to come and see; [registered manager] always has time to see everyone.”

Staff told us they received good support from the management team. One member of staff said, “I feel the staff team are very well supported by [registered manager] and are provided with the skills and knowledge to undertake their role to the best of their ability.” Another member of staff said of the management team, “They provide guidance when needed and are supportive when issues arise. I feel confident raising concerns or asking for help.”

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

Staff told us the management team encouraged them to speak up about any concerns they had and took action to address these where necessary. One member of staff said, “I feel able to raise concerns or suggestions openly. When I have done so, managers have responded professionally, taken the issue seriously, and provided feedback on actions taken. My input is valued.” Another member of staff told us, “I can speak up. Management would welcome any opinions or suggestions that are presented to them and would try and act upon them if necessary.”

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 were treated fairly and their individual rights respected.

Equality, diversity and inclusion (EDI) were embedded within provider’s recruitment procedures. Once appointed, staff attended EDI training and were issued with the provider’s EDI policy, which outlined expectations in terms of behaviours and ways of working.

Staff were encouraged to contribute their views in monthly pulse surveys. The provider used this feedback to identify any emerging themes and to be responsive to the needs of the workforce. The provider achieved certification as a ‘Great Place to Work’ in 2022 and retained this accreditation in 2023 and 2024. The ‘Great Place to Work’scheme isan accreditation programme that certifies organisations with high-trust workplace cultures.

The provider had effective systems for monitoring and improving the quality of the service. These supported the delivery of safe, good quality care.

The registered manager completed monthly audits which were shared with the provider’s operations manager and care performance manager. These audits recorded any accidents and incidents, medicines errors, statutory notifications submitted, complaints, and safeguarding incidents, which enabled senior managers to check any necessary follow up action had been taken.

The provider had a Care Compliance team which supported registered managers and services with, for example, policies andprocedures, specialist training and regulatory compliance. The Compliance team had developed an evidence toolkit for registered managers which was mapped to the 5 key questions of safe, effective, caring, responsive, and well led.

The management team and staff understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information with partners and collaborated for improvement.

The registered manager and staff had developed effective working relationships with other professionals involved in people’s care, including district nurses, occupational therapists, GPs, continence teams, fall prevention services, social workers, and pharmacists.

Staff told us they were able to contact healthcare professionals if they had concerns about people’s health or wellbeing. One member of staff said, “Our communication with other professionals is strong and we know many of the GPs and district nurses by first names.”

The provider focused on learning and improvement across the organisation and local system. There were processes in place to ensure learning happened when things went wrong, and from examples of good practice.

The management team carried out spot checks to monitor the quality of care people received and to identify any ways in which this could be improved. Staff told us the feedback they received was valuable and enabled them to improve their practice. One member of staff said, “I'm constantly getting feedback on what I'm doing and being told what I'm doing well and what I need to improve on if there is anything.”

The provider supported staff to develop their knowledge and skills, which staff told us had been beneficial in their day-to-day work. One member of staff said, “The service is supportive of staff development, and I am currently completing an apprenticeship, which the organisation has encouraged and supported. This has helped me build my knowledge, strengthen my practice, and work towards further qualifications that will benefit [people using the service].”

Staff and leaders had access to a range of training and development programmes under the provider's 'Realising Your Potential'initiative, including leadership skills and role-specific coaching.

The service was in the process of transitioning from a paper-based to a digitised care planning and record keeping system with the aim of improving consistency, oversight and outcomes for people.