Renai Support Services

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 assessment we rated this key question Good. At this assessment the rating has remained 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.

The provider promoted an inclusive and supportive culture, ensuring people participated in decisions about their care and that the focus remained on achieving the best possible outcomes for them. The organisation’s core values were embedded into the culture of the service. This began with the values based recruitment process and was evident throughout the assessment. Staff told us, “I love it - is the best job I have ever had. Everyone I work with and the guys that live here - the atmosphere is really nice. It’s totally different to what I was used to. I used to work with the elderly, and here it is all about supporting people to become more independent. We all try and promote that independence and make sure they all have a good social life. They are all out today!”

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.

The management team embodied the culture and values of their workforce and organisation. They were described as ‘hands on’, visible and knowledgeable about peoples' needs. They demonstrated commitment to supporting people and improving their quality of life.

We observed positive and respectful interactions between the management team, staff, and people. People appeared comfortable and at ease in their company and were clearly familiar with their presence in the service.

Staff told us they felt valued and respected. Comments included, “I think [management team] are very good at their job and really knowledgeable. I have learned a lot from them. They know what they are doing and really know the residents. They have helped me a lot” and “They are always willing to listen, and they always have time to speak to residents and staff. They come and see us once week and if we say one of the residents wants to talk to you they will always take the time. Nothing is too much trouble… It is all about the residents and they want them all to have the best life possible.”

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

Policies and procedures were in place to enable people, staff, and visitors to provide feedback about their experiences of the service. The provider told us, “We pride ourselves on being honest. We have always talked about Whistle blowing and the role of CQC with staff. All have had training around it.”

Processes were available for people to raise concerns or with independent support, such as through advocacy services, families, or wider support networks.

Staff were aware of the procedures for raising concerns both within the organisation and with partner agencies. They were encouraged to share ideas and reflect on practice through staff meetings and one-to-one supervision. The provider promoted openness and learning, and feedback was used to inform and drive improvement within the service.

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.

Policies and procedures supported equality, diversity, and inclusion, and reflected relevant legislation and best practice guidance. Recruitment processes were designed to ensure fairness and provide equal employment opportunities for all applicants.

Staff told us they were treated fairly within the organisation. They described a positive and inclusive culture in which diversity was recognised and celebrated. This included the provision of reasonable adjustments and additional support to help staff carry out their roles effectively. One member of staff said, “They are very good – they are a lovely company to work for, and they treat me well. I have no issues with the way they support me.”

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. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

The provider had robust quality assurance systems in place to regularly assess, monitor, and improve the quality and safety of care. Oversight and governance systems were effective, enabling the team to identify patterns and trends in accidents and incidents and take appropriate corrective action.

Clear lines of accountability were evident within the service, with designated staff undertaking specific lead roles. For example, a senior member of the team described how they supported the manager with key responsibilities, including carrying out audits, coordinating staff training, overseeing medication management, and ensuring sufficient stocks of personal protective equipment (PPE).

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 in partnership with a wide range of organisations, to support peoples' health, wellbeing and social inclusion. Records and feedback showed that staff regularly consulted with healthcare professionals, social care teams and local community groups to ensure people received coordinated and appropriate support. This collaborative approach helped ensure peoples' ongoing needs were continually assessed and met.

An external professional told us, “Communication between us and the service is essential to provide good, safe, stimulating care. They respond very quickly and professionally to any requests we have. We are asked for our contribution to any significant meetings/events/incidents in the people we both support. They recognise the importance of the circle of support in peoples' lives.”

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

The provider promoted a strong learning culture within the service. Staff received on-going mandatory training as well as additional training tailored to peoples' individual needs. They were also encouraged and supported to pursue their own personal and professional development. The provider’s workforce development plan stated, “We will support you if you identify a course or learning opportunity that will improve your knowledge and skills and will try to facilitate access to this to help improve personal development and service delivery.”

Processes were in place to learn lessons and drive continuous improvement. The service fostered a culture of openness, honesty and learning from mistakes, with a clear understanding of the importance of transparency when things went wrong. Feedback was shared across the staff team to ensure lessons were embedded in practice. Outcomes were monitored, and learning used proactively to strengthen service delivery and enhance peoples' experiences.