Reliant Care Limited - Hammersmith

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.

There was a positive person-centred culture. People using the service, relatives and staff were happy with the service. People’s individual needs and wishes were respected and valued. Staff were well treated and had the support they needed to provide care in line with best practice. People, staff and relatives completed surveys and were asked for feedback about their experiences. Staff told us they would recommend the service to others for work and to care for a loved one.

There were capable, compassionate and inclusive leaders. The registered manager worked with other senior staff to oversee the service. Managers were provided with training and guidance to help them understand about best practice. There were a range of policies and procedures which were regularly reviewed and updated. People, relatives and staff liked the registered manager and found them approachable and supportive. A relative commented, “[Registered manager] is very nice and tries to get things sorted.”

There were systems to enable staff and others to speak up when they felt something was wrong. Staff told us they knew what to do if they had concerns and felt confident speaking up. The registered manager was open, honest and transparent. When something went wrong, the provider apologised to people and explained the actions they were taking to prevent this happening again.

In 2025, a number of staff raised concerns about the service. The registered manager told us they used this as a learning opportunity to strengthen their systems to enable staff to speak up. They discussed best practice with staff and valued their feedback. Managers had regular meetings with staff. Staff told us they found managers easy to speak with and felt confident speaking up. A staff member explained, “I have opportunities to discuss my work and any concerns with my manager, who is easily accessible.”

There were policies and procedures to support workforce equality, diversity and inclusion. Staff told us their individual needs and diversity needs were respected. The registered manager supported staff with flexible working arrangements. A member of staff told us, “My individual needs are met through tailored work plans, regular check-ins, and an inclusive environment.”

There were effective systems for monitoring and improving the quality of the service. These included a range of audits. The provider made changes when they identified improvements were needed. The registered manager regularly visited the different supported living settings managed by the organisation. People, staff and relatives had opportunities to contribute their views. The registered manager carried out observations, checks and appraisals with staff to ensure they followed procedures and provided safe care.

Staff worked in partnership with other professionals to ensure people received holistic and joined up support which met their needs. They supported people to access a range of services and had effective systems of communication with healthcare teams. The registered manager met with commissioners and representatives from local authorities to discuss their expectations of the service.

External professionals told us the registered manager worked well with them and communication was open and positive. A professional commented, “The [registered] manager is communicative and responsive to requests for information.”

There were systems to learn and to improve the service. The provider conducted a range of audits and obtained feedback from stakeholders. They responded to the outcome of this and made improvements to the service when needed. Staff undertook regular training and were given information about good practice and legislation. Comments from professionals included, “[The provider] seems very keen to develop staff” and “They take on board what I suggest.” The registered manager organised staff meetings to discuss learning from incidents. A staff member explained, “There is a debrief after every incident. We discuss and learn what we could do better.”