Rebuild 4 Life 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.

This is the first assessment for this service. This key question has been rated good.

This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care.

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 provider had a shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities.

We found a positive culture at all levels of staff. Values for the service were embedded throughout the recruitment process and beyond. Leaders participated in and supported events that displayed their vision and values.

The provider had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.

Leaders were capable and compassionate and led by example. The management team had the right skills, knowledge and experience to be able to lead staff effectively.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

There were relevant freedom to speak up and whistleblowing polices. Staff said they felt confident in raising any issues or concerns, and that these would be dealt with.

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.

There were appropriate equality and diversity policies, and staff and managers completed relevant training. Staff said they were not aware of any concerns in this area. Managers promoted flexible working and supported the wellbeing of staff in different ways.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support.

The management team had a good understanding of risk and performance monitoring and management. The registered manager conducted audits of the service and made changes to improve service delivery. The provider was aware of their legal responsibilities and made statutory notifications to the relevant agencies. There was an appropriate business plan, and the provider had contingency plans in case of unexpected events.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement.

Members of the leadership team were on several committees which helped them make links with other organisations and share good practice.

Staff worked hard to make links in the local area where people lived to help people feel part of their local community and lead a full life.

The provider focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe, effective practice and research.

The leadership team participated in different events and conferences to help develop their knowledge and improve practice. Managers were encouraged to complete further professional development including management courses.

The registered manager received up to date information from appropriate organisations about the sector, and news about any changes to evidence-based practice