Ree Enterprise UK Ltd

On this page

• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

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.

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.

People and their relatives told us that without exception staff treated them with dignity, kindness and compassion. A person we spoke with said, “The carers are fantastic. I can’t fault them; they are caring and polite.” A relative of a person we spoke with said, “[Staff name] is very nice and friendly and treats my relative kindly.”

Staff told us they treated people with kindness, compassion and dignity. The registered manager described the ethos of service was that all people should be treated as you would want your family to be treated. They said, “Someone is trusting us to look after their loved one, it is an honour, we must treat everyone we support like we would our own family.” Staff displayed this attitude. A staff member told us, “I ensure all people are treated with kindness, compassion, I respect their privacy, dignity and independence, I do things such as always making sure I close curtains and only do exactly as they ask of me.”

We received feedback from 3 professionals who work with the service. They did not raise any concerns about people’s dignity or privacy being compromised. A professional we spoke with said, “The staff value the dignity of the individual; they work in a person-centred manner and go above and beyond the call of duty.”

People received care tailored to their individual needs and wishes. All people told us staff treated them well and were never rushed. A relative we spoke with told us the transition into receiving care and support for their relative had been a difficult journey where they became very distressed and refused support. They felt the care staff had really taken the time to get to know their relative. This resulted in the person receiving the care they needed without becoming distressed. The relative told us they supported not only the person who was receiving care but their wider support network as well.

Staff, the registered manager, and the management team knew people well and used a personalised approach. Staff told us, “People’s needs are assessed through a baseline assessment where people provide in detail the kind of support they would prefer to be delivered, this to me is a person-centred approach.” The management team were well established and spoke about people’s needs with ease, they spoke kindly and knowledgeably about people’s individual needs during the assessment.

Processes in place meant individual preferences and needs were clearly assessed and documented. The positive feedback we received from partners and people supported this statement. Care plans detailed people’s needs and preferences. For example, information relating to a person’s religion and any requirements were detailed within the care plan. This meant staff had the correct information to ensure people’s individual needs were met. The management team planned calls and each person had a core set of care staff dedicated to their calls which meant staff had the opportunity to get to know people and provide continuity of care.

People told us they were offered a choice in who they wanted to support them. A relative told us during the initial care planning meeting they were asked if they had a preference for which gender supported them with their personal care needs, people told us their choices had been respected. People said staff knew their choices as they received care from a core set of staff who knew them well.

Staff promoted people’s independence and respected their choices. Staff supported people to undertake activities of their choosing. A staff member we spoke with said, “I support a person who likes planes, so we go to the airport and watch planes take off, we also watch cricket together as this is what they want to do.” Another staff member told us about supporting people to become more independent. The staff member said, “I looked after a person who came from the hospital, and they had been diagnosed with a life-limiting illness, their goal was to regain their independence, it took 6 months of support but now over a year later they are still independent at home.” Staff’s approach meant people’s independence was consistently promoted.

People’s choices and preferences were detailed in their care plans. Care plans were reviewed regularly to ensure people’s goals and preferences were reviewed. Where there had been a change in need, care plans had been updated. The electronic care planning system in place allowed for changes to be made easily.

People told us staff were kind and caring and provided support in a respectful timely manner. People told us call times were agreed when commencing care and staff mostly arrived on time. They told us staff did not rush them and felt staff supported them kindly.

Staff we spoke with knew people well and the level of support they needed. Staff told us they were mostly given enough time to travel between care calls but on the odd occasion they may be late due to unforeseen circumstances, they explained when this was the case and calls were made to people to ensure they were kept updated. The registered manager and management team told us in times of staffing crisis any time-critical calls were made as a priority to ensure people were not exposed to risk. The registered manager told us the on-call system worked very well and as a result the service had not had any missed calls. Staff told us, if a person became unwell during calls, staff would assess the person immediately and take appropriate action. This may be calling senior staff for advice or the emergency services in the event of a medical emergency.

Staff told us they felt supported and respected by the management team at the service. Staff we spoke with told us they felt able to raise concerns with the management team and these concerns would be acted upon. Staff we spoke to told us they were supported with their career development at the service and many staff we spoke to had progressed into different roles. Staff and the registered manager spoke of the team ethos at the service and said it was a nice place to work which resulted in a good quality of care.

Processes in place meant staff were supported to carry out their duties effectively. Team meetings and supervisions were in place to ensure staff were able to raise any concerns they may have. The on-call system meant there was always a senior member of staff on duty for advice. A whistleblowing policy was in place and communicated to all staff as part of their induction.