Ree Enterprise UK Ltd

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• 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

There were clear and effective governance, management and accountability arrangements. Staff understood their role and responsibilities. The registered manager had effective oversight of the service. Robust systems in place promoted quality improvement. The registered manager was aware of their legal responsibilities. Information was used effectively to monitor and improve the quality of care. Staff felt well supported by the management team. There was an open and honest culture.

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 registered manager demonstrated a dedicated and passionate attitude to the care they provided. They built a positive culture which was embedded within all the staff we spoke to during this assessment. All of the staff we spoke to said the service was a nice place to work, and they would recommend the service to others. Staff fed back they were well supported and trained effectively to carry out their job role safely and effectively. Staff told us, “The management team has an open-door policy which fosters teamwork and team spirit.”

The management team were visible and contactable at all times for both staff and people using the service. The management team ensured regular reviews and staff meetings which encouraged an open and honest culture.

The registered manager was experienced and dedicated to the service. They told us how they had developed the service and the improvements they planned to make. During the assessment the wider management team discussed themes and trends relating to the wider social care sector and how they wanted to learn from these trends. All staff spoke highly of the registered manager and management team. They felt well supported and confident in their job roles. The registered manager recognised performance and supported staff to progress within the service.

The management team were experienced and capable which provided a well-led service. Processes in place ensured the quality of the service was monitored and maintained. The manager promoted high standards of care with a dedicated and committed attitude to drive service improvement. A full audit was completed to assure the management team continued to carry out their roles effectively.

There was an open and honest culture which encouraged staff at the service to speak up. We received an anonymous concern during this assessment relating to the culture of the service but found no evidence to support these concerns. Staff told us the registered manager was approachable and that if they needed to raise concerns, their concerns would be acted on. The registered manager told us meetings and supervisions were held to encourage staff to raise concerns and share ideas in a forum where they felt confident.

Policies in place supported staff to raise concerns both internally and externally. Regular meetings were held and recorded to allow for staff not able to attend to review the content. Actions of meetings were documented to ensure any action needed was completed. Questionnaires and regular reviews supported people using the service to raise any concerns. All concerns were fully investigated, and action taken when needed.

Staff told us they felt valued and supported in their roles. There was a diverse staff workforce all of whom told us they were supported by the management team. Staff said, “It is a nice place to work because they equip us with more knowledge. They make sure all staff are comfortable in their workplace.” Staff were supported by both an equality and diversity policy and training. The registered manager told us of their sense of achievement of the high standards of care their team provided.

Management and staff had completed equality, diversity, and inclusion training. Staff had access to the services’ policies and systems. Staff were supported to progress within their chosen career. We found many staff to have been supported and had progressed to more senior roles at the service. This meant there was a stable core staff team in place for people receiving care and support.

A consistent and experienced management team meant the service was well led. The registered manager was aware of their regulatory requirements and responsibility under the duty of candour. Duty of candour is a professional responsibility to be honest with people when things go wrong. The registered manager was open and honest throughout the assessment process. The registered manager displayed a positive attitude to the assessment process and was responsive to our requests for information. Staff were clear about their roles and responsibilities. Staff felt supported by the registered manager and told us they would act on any concerns to protect people using the service.

Governance systems in place were effective. Audits in place detailed what action was needed. This meant processes in place promoted service improvement. A wide range of audits including incident analysis and medicines were in place to ensure the service learnt from any errors. Audits were shared with staff via the messaging system, during team meetings and supervisions, with clear action on what the team needed to do to ensure the quality and safety of care improved. Policies were in place to ensure staff knew how to perform their duties in line with guidance, legislation, and the provider’s own ways of working. Emergency contingency plans were in place to ensure staff had guidance in the event of an emergency.

People were supported kindly to ensure the transition into receiving care was smooth. People were supported to undertake activities of their choosing, and these were discussed during the initial assessment. People told us staff contacted their GP or next of kin when needed for them.

Staff confidently fed back the importance of working with other professionals, to improve the lives of the people they support. Staff gave us examples as noted throughout this report of working with partners to ensure people received the right care and treatment.

The service was praised by all of the professionals we spoke with. They all commented on the high quality, person-centred approach of the service. A professional said, “For as long as I’ve worked with Ree-Enterprise they have always been professional and efficient as a service,” they also said, “I would feel confident sending any person to their team.”

Care plans demonstrated partnership working. We reviewed care plans where specialist guidance had been implemented and followed. This meant staff had correct guidance to follow to ensure people received the right care and support.

The registered manager told us they acted upon feedback from commissioners. They discussed the development of the service and the improvements they had made over the last year. For example, they had improved the governance system following feedback from a local authority commissioning team. Staff we spoke with told us there was good learning culture. Staff were well trained and the management team supported staff to develop their skills. Staff explained specialist training was sought out from external professionals in areas such as nephrostomy care and enteral nutrition. This enabled the service to support a wider range of people.

Processes in place promoted quality improvement and detailed lessons learnt. A detailed analysis of the service was completed monthly to ensure lessons were learnt and the quality and safety of care improved.