Reliant Care 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. 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 71 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

Staff had a shared vision and put providing person centred care at the centre of the work they did. Staff we spoke with were committed to delivering good care for people that was in line with the values of the organisation.

Management had regular meetings with the staff to discuss their work, the expectations of the organisation and any concerns they had to help ensure all staff were aligned and knew what they were doing.

Leaders had the skills, knowledge and experience to lead effectively. They did so with integrity, openness and honesty. The registered manager and staff team knew people’s individual needs well. Meetings and regular communication between management and staff provided them with an opportunity to discuss the running of the service and people's individual support needs.

Systems and processes were in place to provide support to staff and promote a positive, open and inclusive culture. Staff spoke positively about working at the service. They were complimentary about their colleagues and the registered manager. A member of staff said, “It is perfect working here. They are very supportive. It is the best team. All of the team, including management and team leaders are very supportive.” Another member of staff said, “Well supported definitely. We can ask questions and management are totally available. They are very supportive.”

The service operated in an open and transparent way. There was an open-door policy where the registered manager was available for people, relatives and staff. A relative told us, “Management are open and I have never had an issue contacting them. I can have open conversations with the manager and can raise issues if I need to.”

There was a positive culture where people, relatives and staff felt they could speak up and their voice would be heard. Staff told us they knew how to speak up if they had concerns or something went wrong. They felt management and the organisation supported them and listened to them.

Management operated an open-door policy and welcomed feedback from staff.

Staff were able to discuss issues at one-to-one meetings and team meetings. There were procedures for responding to concerns and to support staff to feel confident speaking up. Systems were in place for staff to raise anonymous concerns.

Staff were aware of the whistleblowing policy and were able to tell us how and under what circumstances it would be used. Managers sought feedback from staff and gave the team the opportunity to talk about concerns at each staff meeting.

The service valued diversity in its workforce and promoted an inclusive and fair culture by improving equality and equity for staff. Staff said their diversity needs were met. Staff were supported with flexible working conditions, felt discrimination would be challenged and had opportunities to celebrate their diversity.

There were systems in place to help ensure staff were treated well and ensure they had development opportunities. A member of staff said, “There are opportunities to progress working here.” Another member of staff said, “It is a good place to work. I would recommend it. It is well organised. Everything is in place. We know what we are supposed to be doing.”

Policies and procedures were in place for workforce equality, diversity and inclusion. These were implemented through recruitment practices, training, and support for staff.

Systems, audits and checks carried did not always identify deficiencies and drive improvements. For example, 1 audit identified that a person’s daily notes lacked detail, however it was not clear what action had been taken to address the issue. We discussed this with the registered manager who advised that they had taken action following this and had discussed this with staff but had not documented this on the audit. The medicines audit had failed to identify the issue of staff not recording reasons for administering PRN medicines. We discussed this with the registered manager who advised that they would immediately review these and ensure staff were reminded of the importance of recording this.

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 were appropriate reporting arrangements in place for staff. Staff spoke positively about the overall management of the service. Management acted on information about risk, performance and outcomes, and shared this securely with others when appropriate.

The registered manager understood their responsibilities in relation to their regulatory requirements around notifiable incidents.

There was a range of suitable policies and procedures which were regularly reviewed and updated and accessible to people, relatives and staff.

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.

Systems were in place to help encourage good working relationships with health care professionals. These relationships helped to support people to receive joined up and consistent care. A care professional we spoke with told us the provider was responsive and communicated well with them.

There were systems in place for learning and making improvements. These included regular training sessions for staff, meetings and staff supervisions. Staff had an opportunity to discuss learning from accidents, incidents and complaints.

The registered manager explained that they would share information with staff following audits to help make positive changes to the care and support people received and the running of the service.