Ree Enterprise UK Ltd

People and those important to them were supported to understand safeguarding and how to raise concerns when they didn’t feel safe. Staff understood their duty to protect people from abuse and knew how and when to report any concerns they had to managers. Safety risks to people were managed well. Staff assessed and reviewed safety risks to people and made sure people, and those important to them, were involved in making decisions about how they wished to be supported to stay safe. There were enough staff to support people with their needs. Staff received relevant training to meet the range of people’s needs at the service. Staff received support through supervision and appraisal to support their continuous learning and improve their working practice. Managers made sure recruitment checks were undertaken on all staff to ensure only those individuals that were deemed suitable and fit, would be employed to support people at the service.

People’s needs and rights were supported. People’s care and treatment was effective due to their health, care, well-being, and communication needs being assessed with them. People’s care plans were kept up to date with any assessments completed in a timely manner. Staff were aware of people’s preferences and respected these in a person-centred way. People were aware of their rights around care and treatment. Staff have good knowledge of the mental capacity act, including capacity and consent. Staff were aware of how to support someone with fluctuating capacity.

People were supported to have choice and control and make decisions about how their support was provided. They were encouraged and helped by staff to do as much as they could for themselves, to maintain their independence. People were supported to understand their rights and how the service would make sure these were respected. People were encouraged to take part in activities both at home and in the community which helped support their independence, health and well-being.

People received person-centred care and support from a core staff team who knew them well. People were supported to spend time doing things they enjoyed. Information was provided to people in their preferred format. Communication at the service was good and staff recognised the impact poor communication had on people. Concerns and complaints were investigated and used as learning opportunities. People were supported to discuss goals. Staff received end of life care training and supported people kindly at the end of their lives.

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.