Reline 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 changed to requires improvement. This meant the management and leadership was inconsistent. Whilst leaders worked towards delivering quality, person centred care there were areas such as timing of calls which needed improving.

The service was in breach of a legal regulation in relation to governance and oversight of the service.

This service scored 62 (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. Staff told us the registered manager was easy to talk and led by example. They also added there was a positive culture within the organisation which they found supportive, making it easy to work for the provider. The staff were committed and told us the provider had the right values both for people in its care and also for the staff.

The provider had inclusive leaders who understood the context in which they delivered care, and support and embodied the positive culture and values of their organisation. Leaders had the skills, knowledge, experience to lead effectively. A professional told us, “The manager ensures staff are well trained and equipped to deal with complex cases and make sure staff deliver care that is both practical and compassionate,”Staff told us they felt supported by their manager; they told us they were able to seek support from them whenever it was needed.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff told us that they felt at ease talking to their manager if there was anything concerning them.

People and their families were equally comfortable talking to the leadership of the organisation if they felt there was a need. The provider carried out surveys and made regular calls to people and their families to get people’s views on their performance and to offer an opportunity to make suggestions for improvement.

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 provider ensured their staff received access to regular support and training. Recruitment practices were equitable and ensured as far as possible the ethnicity and culture of the workforce reflected the people they supported.

The provider did not always have clear systems of accountability or good governance. The provider was not able to demonstrate robust oversight of people’s care visits, and they did not have effective processes in place to monitor and review the punctuality. They did not always act on information produced by their care planning system that indicated people were receiving care that was, at times, significantly late or early. Team meetings evidenced the provider identified the use of call monitoring systems needing to be used correctly but this did not address the lateness of calls. From our analysis, based on the information the provider gave us, more than 50% of calls made in one month were late. We offered an opportunity for the provider to explain our findings about their information, but this did not happen.

The provider understood their duty to collaborate and work in partnership. They shared information with other providers they worked alongside. A health professional told us about a particular person the provider supported. They said, “When the person required immediate attention, such as contacting the ambulance service, they acted without delay and kept me informed of their actions.”

The provider did not always focus on continuous learning, innovation and improvement across the organisation. The provider had failed to demonstrate how they were effectively addressing staff punctuality and concerns linked to the timing of people’s care visits in order to improve people’s experience of care.

We identified concerns at this assessment that were present at the last inspection. This demonstrated a shortfall in learning and improvement. However, the provider was able to demonstrate the improvements they had made in care planning processes, including embedding their electronic care planning system which enabled them to produce more accurate and up to date care plans to reflect people’s current needs.