Rynes Healthcare 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

The provider’s quality assurance systems were not effective in ensuring the quality and safety of the service provided. Staff felt well-supported by the provider and that they would be listened to if they spoke up. The provider promoted a fair and equal culture in the service and staff felt their cultural needs and preferences were met. Staff worked with professionals to promote good health and wellbeing outcomes for people.

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.

Staff felt there was a clear vision to deliver person-centred care and support to people. One member of staff told us, “[Registered manager] wants to deliver the best service to all our clients, that’s why she does what she can to give us the best support”. Another member of staff said of the registered manager, “She has a good vision to deliver the best care. She is always directing us when we need any support”.

Surveys returned by staff confirmed they understood what was expected of them in their roles and that the provider communicated effectively with them. Staff also commented that they worked well together to meet people’s needs.

Staff told us the registered manager was approachable, supportive and available when they needed advice or had concerns.

Surveys returned by staff confirmed they received good support from the provider, that they were asked for their views, and included in the development of the service.

Staff told us they felt able to speak up if they had any concerns and were confident any issues they raised would receive an appropriate response from the registered manager.

Staff were asked in surveys whether the service had a culture in which they felt safe to speak up and challenge poor practice. The surveys we checked confirmed that staff felt able to speak up if they had concerns.

Staff felt the registered manager promoted equality and diversity. Staff told us they were granted time off when they needed to attend significant events such as religious festivals.

The provider had procedures in place to support staff and make sure they had the opportunities they needed. Staff were issued with a contract of employment which set out their rights and responsibilities.

Staff confirmed they were involved in the quality assurance process and understood the importance of monitoring and measuring service performance.

The provider’s governance and quality assurance processes were not effective in assessing and monitoring the quality and safety of the service provided, including the quality of the experience for people using the service. Quality monitoring systems had not identified that people’s care was not always provided in accordance with the Mental Capacity Act 2005 or the provider’s own policy in relation to the Act. A quality assurance visit carried out by the local authority found some staff had not completed essential training, including the Care Certificate. The Care Certificate is an agreed set of standards that define the knowledge, skills and behaviours expected of staff employed in the health and social care sectors. Local authority monitoring also identified issues with the reliability and accuracy of the recording of care provided at each visit. The business continuity plan was incomplete and lacked important details, which potentially affected the provider’s ability to respond effectively to emergencies and ensure continuity of care.

Relatives told us the agency worked in partnership with healthcare professionals who supported their family members. One relative said, “They all work together”.

The provider had not always collaborated effectively with partners to support care provision, service development and continuous improvement. A quality monitoring visit by the local authority in May 2024 found the provider had not made the improvements agreed by both parties at a previous meeting of concern.

The registered manager and staff worked in an open and transparent way and collaborated with relevant external stakeholders when necessary.

Staff demonstrated a reflective approach to their work and a willingness to make improvements where needed. They reflected on incidents and accidents to improve outcomes for people.

The provider carried out spot checks to observe staff practice and gathered feedback from people using the service through telephone calls and questionnaires.