Ryssa Healthcare Ltd

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 newly registered 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 71 (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.

There were processes in place to ensure the service promoted a positive culture for people they supported and staff. The registered manager told us about the direction and culture of the service. They told us their aim was to, “To deliver good care to people”.

Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.

People and relatives spoke positively about how the service was run. One person said, “I can’t remember how long I’ve used the company, but it’s been a while and I’ve always been well respected in that time. I do have the numbers if I have to make any contact, but I’ve never needed to”. A relative said, “The company has served us well”.

There were systems in place to ensure all staff understood their roles and responsibilities. The registered manager acknowledged the system would need to improve and be more clearly documented as the service grew. They were aware of and understood their legal responsibilities around notifying CQC about any important events that had happened in the service.

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

There was a whistleblowing policy in place. Staff we spoke with were aware of these procedures and the action they needed to take if they had concerns.

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for the people who worked for them.

Staff were happy working at the service and felt they were treated fairly. There were procedures in place to consider staffs’ individual needs and ensure all staff were treated equitably.

There were not always effective systems in place to make changes and identify areas of improvement.

There was no documented system in place to audit the care people received. Due to the size of the service care was reviewed and monitored. However, no documented audits were in place. We found no concerns with the care and support the person received. The registered manager had examples of audits they told us they would introduce as the service grew and acknowledged the improvements that were needed.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people.

There were systems in place to ensure the provider worked in partnership with other agencies. The registered manager gave us examples where they would make referrals to other professionals for advice or support.

As part of this assessment, we asked the Local Authority for feedback, they had no information to share with us.

The provider focused on continuous learning, innovation and improvement across the organisation and local system.

The registered manager was aware where improvements were needed. They had developed mock files, care plans and audits to show they would improve the service as it grew.