Reni Care Personnel 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 requires improvement. At this assessment the rating has changed to good. This meant the service was now 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 registered manager told us they wanted to develop a service that provided dignity in care to people, making sure people were safe.

Relatives told us there was a good, open culture in the service and the registered manager was approachable.

The registered manager ensured their vision for the service was shared with people when they began to use the service through a ‘service user guide’ which included a background to the service, the philosophy and ethos and their aims and objectives.

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.

Staff told us that the registered manager and leadership team were supportive, caring and inclusive. Comments included, “It’s a good place to work. [The registered manager] is really good, very supportive” and “We get regular opportunities for training.”

The registered manager was ‘hands on’ and worked closely with people and staff to ensure the care that was delivered was in line with expectations.

The registered manager had extensive experience in healthcare provision and was aware of the responsibilities of the role of registered manager, for example when to submit statutory notifications.

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

People, relatives and staff told us their views and suggestions were welcomed by the leadership. One relative told us, “I’m extremely happy.” They said they enjoyed a good relationship with both the staff and the registered manager and felt confident in raising any concerns.

The provider gathered the views of people, relatives and staff using formal and informal methods through care plan reviews, spot checks, team and individual meetings and informally, through regular in-person and telephone conversations as well as email correspondence.

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.

People received their care and support from a diverse workforce. Staff came from a wide range of national, cultural, faith and language backgrounds. This meant the provider was able to match and meet people’s diversity needs.

Staff told us they felt equally and fairly treated by the leadership and reported no experience or observation of discrimination.

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 monitored and improved the care and support people received. Leaders undertook a range of audits to ensure the safety and quality. These included checking care records and risk assessment, reviewing daily care notes that care workers completed and ensuring staff training was up to date.

The registered manager carried out continuous monitoring which included regular spot checks. These checks were unannounced and took place to ensure that care and support was provided in line with people’s care plans and the provider’s policies.

The provider was registered with the Information Commissioner's Office (ICO), the UK's data protection regulator. This registration indicates the organisation processes personal data and publicly commits to upholding data protection laws.

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 provider worked in partnership with other agencies and services to meet people’s needs. Leaders and staff engaged with health and local authority commissioners to create and provide care packages and worked collaboratively to review their quality.

People were supported to receive input from healthcare professionals at home, including clinical psychologists.

The provider focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe, effective practice and research.

The provider promoted a learning culture within the service. Staff received on-going mandatory training and training to meet people’s specific needs. Incidents and near misses were reviewed to ensure lessons were learnt collectively, and quality audits were reviewed and acted upon. Leaders valued the input of others and actively sought the views and suggestions of people, relatives, staff and professionals to drive improvements.