Reliance Community Care Limited Bradford

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 79 (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.
The provider effectively promoted their shared direction and culture throughout the service. This was evident in the staff recruitment process, ongoing supervisions, spot checks, and regular staff meetings. There was a thorough evaluation of people’s experiences of care, ensuring the provider’s statement of purpose was fully embedded in all operational processes. Managers demonstrated a strong commitment to the provider’s culture and values, consistently promoting and reinforcing these within their teams to maintain a cohesive and person-centred approach to care.
 

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.

The management team demonstrated openness, honesty, and a clear understanding of their legal responsibilities, particularly in the accurate reporting and recording of safeguarding incidents and other reportable events. Staff consistently described the manager as “supportive,” “knowledgeable,” “caring,” and “kind,” highlighting their strong commitment to putting people first. The provider promoted a fair and equitable recruitment process that reflected inclusivity and respect for all staff. Additionally, staff appreciation initiatives had been introduced and were well received, contributing to a positive and supportive working environment.
 

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

Staff felt confident and supported to raise concerns and suggest improvements within the service. They told us weekly meetings and regular supervisions reinforced a culture where speaking up was encouraged and valued. Additionally, staff reported that the manager was consistently accessible, welcoming open communication and always available to discuss any issues or ideas, which contributed to a positive and transparent working environment.

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 recruitment process was fair and equitable, which contributed to a diverse staff team well-equipped to meet the individual and diverse needs of the people they supported. Staff consistently told us they felt valued, supported, and respected within the workplace. There were no reported incidents or observations of discrimination or unfair treatment among staff members. This demonstrated the provider’s commitment to maintaining an inclusive culture that promotes equality and respect across the workforce.

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.
The provider had robust systems and processes in place to manage and review key areas of the service, including accidents, incidents, safeguarding concerns, care records, call times and durations, medication administration, and missed or late entries. These systems were effective in monitoring the quality and safety of the service, supporting timely identification of issues and areas for improvement. Reviews consistently demonstrated good analysis of patterns and minor trends, enabling the provider to proactively address potential risks before they could develop into more significant concerns.
Constructive actions and lessons learnt from these reviews were clearly documented and used to inform ongoing staff development and service enhancements. Action plans were promptly implemented to address identified shortfalls, preventing negative practices from becoming embedded in the culture of the service. Overall, governance arrangements supported continuous quality improvement and contributed to maintaining safe, person-centred care.
 

The provider worked seamlessly with a wide range of other professionals to ensure people received safe and effective care. This included supporting smooth transitions, such as hospital discharges or when taking over care from other providers. Feedback from external health and social care professionals was consistently positive, highlighting effective communication and collaboration that benefited people’s overall care and wellbeing.
The service also demonstrated a strong commitment to partnership working within the local community. There were clear examples of collaboration with community groups and local businesses to help people maintain social connections and access meaningful activities. These partnerships supported people’s social inclusion and wellbeing, while ensuring their safety was always prioritised. This collaborative approach enhanced the quality of life for people using the service.
 

The provider had a strong and embedded culture of learning and continuous improvement across the service. The provider demonstrated a proactive and forward-thinking approach, with multiple incidents being not only appropriately recorded, but followed by swift and meaningful action. This included timely updates to care plans, enhancements to risk assessments, and comprehensive reviews of individual needs. These processes were used not only to rectify issues but to inform and embed new practices that significantly reduced the likelihood of recurrence and improved safety outcomes for people.
Innovation was evident in how the service adapted following learning. For example, after a medication was missed due to stock issues, the provider introduced robust new protocols. These included the implementation of timed medication reminders and detailed documentation requirements. This reflected an ability to identify root causes and respond with sustainable, person-centred solutions that improved reliability and accountability in practice.
The provider also demonstrated sector leadership by participating in local authority pilot initiatives designed to improve practice across care services. This showed a commitment not only to internal development but also to contributing to wider learning and innovation across the system.
Audits were comprehensive and used as dynamic tools to drive progress. Rather than focusing solely on compliance, they offered honest, reflective insight into service delivery and were clearly linked to improvement actions. The service consistently demonstrated a drive to improve standards and outcomes, using evidence-based learning to enhance the experiences of both people and staff.