Reva Healthcare Limited

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.

At our last assessment we rated this key question as requires improvement. At this assessment the rating has changed to good.

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

The service ran capable leadership, with the manager creating an open, inclusive culture. Staff stayed accountable through regular audits and spot checks. Staff appreciated the manager’s supportive and approachable style, which encouraged open communication and teamwork.

Policies showed a commitment to equality, diversity, and inclusion, meeting legal standards. Partnerships with outside organisations helped update training and policies, while team meetings allowed staff to share ideas and learn from each other. The service focused on quality, with a clear plan to maintain high care standards.

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 service 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.

The manager promoted an open, positive, and inclusive atmosphere that encouraged collaboration and ensured that all staff were aligned with the service's goals of providing high-quality care. This was confirmed by speaking with staff about their experience. Staff demonstrated a shared value of promoting independence and respecting individuals' rights. A staff member said, “You shouldn’t take away their independence; that’s a human right.”

The registered manager had identified they required additional support and had brought in an external company to support them making improvements.

The manager cultivated an inclusive approach and made an environment that supported staff development and prioritised quality care. Staff felt valued and included. Regarding the manager, staff said, "She communicates really well with me. She has been so amazing, very kind."

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

The service created a culture of openness by encouraging staff to be honest, trustworthy, and transparent. Staff were empowered to declare conflicts of interest, raise concerns, and contribute to decision-making, ensuring that their voices were heard and respected within the organisation. The service had an open, approachable environment that encouraged staff to speak up and address concerns. A staff member explained, “we have such a good relationship with our manager we can bring up any concerns we have we don’t have to tiptoe around anything, we can say [what we need to] and they’ll help us out.”

The service valued diversity in their workforce. They work towards an inclusive and fair culture by improving equality and equity for people who work for them.

The service respected equal opportunities for all staff. Staff were trained and monitored regularly to ensure they upheld the service's commitment to providing care in a way that was mindful of cultural sensitivities. The manager ensured the staff’s individual needs were met, showing a concern for their well-being. The provider recruited staff which reflected their local community and the specific cultural needs of the person they were supporting. Staff undertook training on equality and diversity to support how the provided support. Regarding management, a staff member stated, “She does care about us as people and does try to work with us.” A relative said of the staff providing support, “they speak the same language”.

The provider had developed a range of quality assurance processes which enabled them to monitor the quality of the service. The service demonstrated compliance with policies. Staff conducted regular audits, including care plan reviews and incident monitoring, to drive continuous improvement. The manager carried out spot checks to address gaps promptly, while open meetings fostered clear communication and shared learning. The service adhered to a duty of candour to keep people, families, and stakeholders informed. Partnerships with councils and professional bodies strengthened compliance and training.

The service understood their duty to collaborate and work in partnership, so services work seamlessly for people. They share information and learning with partners and collaborate for improvement.

The provider worked in partnership with other organisations, such as the local Council. The manager said, "We have a contract with [a Council], and I've emailed [another Council] asking if they do audits for providers to make sure we are safe and doing the right job. I ensure I am doing the right work and being safe. Any concerns they can contact me."

The service focused on continuous learning, and improvement across the organisation.

The service remained committed to this by offering ongoing training and development opportunities to staff. Regular supervision, appraisals, and quality assurance systems helped staff monitor and improve care standards, fostering innovation and evolving care practices based on feedback and best practices. Regarding learning opportunities a staff member said, “we also talk to our managers a lot so if we need any help, we let them know and they help us with that.”