Rainham House

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 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, equality and human rights and an understanding of the challenges the person faced. Staff were supportive of the providers aim to deliver quality services. A staff member told us, “We are a supported living service, and our aim is to allow the person the freedom and rights to live the lives they want to. We are here to support people in the day-to-day things they do.”

The provider had inclusive leaders at all levels who understood the context in which they delivered care and support which embodied the culture and values of their workforce. Leaders had the skills, knowledge, experience and credibility to lead effectively. Staff felt confident in the management’s ability to lead the service. A staff member said. “It is a really good management team here. They will drop everything to come and help you.” The managers told us how they do not use staff who are unfamiliar with the service and how they will step in to provide support if required which they told us helped maintain consistency for the person.

The provider fostered a positive culture where the person felt they could speak up and their voice would be heard. The provider actively sought the views of the person and their families and were able to maintain a close working relationship with the person’s family. The deputy manager told us how having regular conversations with the person gives them the opportunity to talk about things that impact upon them. They told us, “We give them time to have those conversations, to chat informally with us and listen to what they are saying. We consider how we respond, our tone when we speak and the need to reassure which helps make them feel confident in talking to us.”

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 recruited people based on their ability to provide the best possible care and support to people in their care. Staff had equal access to as much training as they needed and could ask for additional training if required. Staff were given time to meet with their managers to talk about aspects of their work and an opportunity to discuss further development.

The registered manager told us how they valued their staff. They said, “We give them opportunities for supervision and to feedback their views to us about their work. We also rotate them between this and other services we have to give them a break.”

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver quality care. They acted on the best information about risk and outcomes for the person. There were systems and audits in place to make sure practices were safe. Audits around such things as medicines, fire and general health and safety were routinely carried out to ensure the person was kept safe.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for the person. They explored opportunities within the local community which the person could tolerate and came up with solutions to overcome barriers the person faced. The provider made use of forums the local authority ran to learn from others and to share ideas about best practice.

The provider focused on continuous learning, innovation and improvement within their organisation. They sought creative ways of delivering equality of experience, outcome and quality of life for the person they supported. They used their training to ensure the staff had the latest, up to date knowledge and skills to deliver the best possible care. The registered manager told us, “We give access to training our staff need and I will use our team meeting as a way of checking staff understand and will deliver further support and training to help them if needed.”