Your Ryedale Care Limited

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 inspection we rated this key question requires improvement. At this inspection the rating has remained requires improvement. This meant the management and leadership was inconsistent. Leaders and the culture they created did not always support the delivery of high-quality, person-centred care.

The service was in breach of legal regulation in relation to governance at the service.

This service scored 57 (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 and staff worked with people and their relatives to build a culture that focused on providing person centred care and enabling people to enjoy their lives. A range of policies were in place to guide staff. However, the provider had not ensured appropriate oversight or systems were in place to ensure policies were always followed. Staff spoke of the service provided to people being well organised. A staff member said, “I love the company.”

The provider, who was also the registered manager, was open, honest and transparent. They provided the majority of the direct care and support. They knew people well and had the skills, knowledge, experience to provide person centred care and lead effectively.

Relatives spoke very highly of the provider and the way they provided care and support. Relatives said, “I can’t fault [provider]” and “She’s great, she does everything that needs doing.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff knew how to raise concerns. However, there was a lack of formal meetings or opportunities for staff to raise concerns.

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 asked during the recruitment process if they required any specific additional help or support to enable them to complete their roles.

The provider did not have clear responsibilities, roles, systems of accountability and good governance. There was a lack of effective systems of governance, audit and oversight. The systems in place had not identified or addressed the shortfalls found during the inspection. These included lack of effective policy implementation, staff recruitment checks, training and staff support and supervision. Concerns found at the last inspection had not been effectively addressed. The business continuity plan was not completed, this could mean staff would not be aware of action to take in emergency situations, that may affect the running of the service.

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. Staff supported people to access health care services and were committed to enabling people to remain part of their local communities.

The provider did not always focus on continuous learning, innovation and improvement across the organisation and local system. The provider focused on individuals and ensured they received responsive care and support, however there was a lack of formal opportunities for staff and the provider to share ideas, improvements or best practice.