Raychantpat Company 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.

This is the first assessment for 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 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, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities.

We spoke with the provider about the direction and vision for the service. Staff and the registered manager had demonstrated a strong commitment to the provider’s vision and the delivery of high-quality, person-centred care. The team shared a clear sense of purpose and had worked together towards common goals that prioritised the people they supported.

Staff reported feeling valued and motivated, and understood the importance of teamwork in achieving positive outcomes for people. One staff member said, “I really enjoy seeing the growth of the business, it is growing day by day and it feels like family. Everybody is well supported - carers and clients. Management really listen to our thoughts and do their best to make us all happy.”

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, experience and credibility to lead effectively. They did so with integrity, openness and honesty.

All staff were positive about the management team. The provider operated an open-door approach, being visible and available for staff. Comments we received included, “I’ve worked with other companies before, and I've never experienced the level of care and support from management like this. I am always checked on to make sure I am ok and have everything I need. [Provider] knows I have a young family to support, and she always asks how they are too which means so much to me. I continuously feel valued and recognised for the good care I deliver.”

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

Staff all felt confident and comfortable speaking with the provider. All of the staff we spoke with were positive about being able to raise matters with the provider. For example, one staff member told us, “I feel supported in my role. When I have any concerns, my boss makes me feel supported and takes my concerns or queries seriously.”

There were systems and processes in place to support staff. There were staff meetings held for staff to receive information and communicate matters to the provider. There was also a suggestion box in place for staff share and raise matters.

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.

All staff we spoke with were positive about working at Raychantpat and felt they were treated with respect. There were staff meetings held, and the provider told us they encouraged staff to share ideas to develop the service.

The provider was dedicated to supporting all members of their team. The service had an open and transparent, positive culture and the workforce was diverse. We heard of examples of how they were supportive of the diverse workforce they employed. A staff member told us, “I am a Muslim woman, and I always feel respected and supported within my workplace. The clients treat me well also. I feel that my culture and religion gives me a good understanding of how to support clients religious and cultural needs.”

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.

There was a clear management structure in place, with all staff being clear on their duties and responsibilities. The provider described a positive and supportive working relationship with the staff team and people using the service.

A series of audits were taking place appropriate to the service size, together with quality assurance visits and calls. Meetings were held to review care standards. Where areas for improvement were identified, for example with medicines or insufficient information recorded within daily notes, this was escalated with the relevant team member.

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.

The service worked with multi-disciplinary services where required. Healthcare professionals we spoke with confirmed this and told us they had good working relationships with the provider. Professionals told us the service worked with them to meet people’s needs. One healthcare professional we spoke with told us, “I have received excellent feedback regarding Raychantpat from [person’s relative].” Another described them as, “[They were always] very professional and helpful, and also helpful and prompt with re-starting care packages for discharge.”

The provider had a strong focus on continuous learning, innovation and improvement across the organisation and local system. They always encouraged creative ways of delivering equality of experience, outcome and quality of life for people.

The provider and registered manager had oversight of accidents and incidents in the service. Staff knew how and when to report events and escalate concerns. A system was in place for the investigation and review which helped ensure improvements were made if indicated and staff could reflect and learn from when things went wrong. The provider told us about the ways in which they were continually looking to improve the service and develop their service user bands and care provision.