Ridgemoor Road

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 inspection we rated this key question requires Improvement. At this inspection 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.

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. The registered manager told us the key values of the service were bravery, and courage to speak up and say when things are wrong. To be caring, compassionate, inclusive, and champion people’s right to be included. The registered manager led by example and supported staff by sharing their experience and knowledge. They also assisted staff on shift offering support and guidance. One staff member told us, “I’ve learnt so much since being here, I love it here, I come for the people and my own personal growth”. Another staff member said, “If we have any concerns we can just knock on the registered managers door, it’s an open-door policy”. During our inspection we saw how the registered manager worked with people, relatives/representatives and staff to promote a positive culture.

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. People, relatives, staff and healthcare professionals were complimentary about the registered manager and staff team. One relative told us, “They (registered manager) were there when we visited and made us a cup of tea, they were talking with my other relative, explaining some changes with medicines and how my family member has been doing well”. Another relative said, “The registered manager and staff are amazing and keep me up to date”. There were systems and processes in place to support staff to develop their roles and there were opportunities for staff to develop their knowledge and skills if they chose to. Senior staff attended a shift leader workshop every quarter with managers, to share expertise and insights to support wider learning and collaboration. The provider’s senior management visited the home regularly and provided support and supervision to the registered manager. The registered manager told us in the event they needed support or advice they felt assured this was always available.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. People had the opportunity to share their views of the service through regular meetings, feedback from people and relatives showed they felt empowered to share any concerns with staff and the registered manager. Staff had opportunities to make suggestions and contribute to the development of the service at staff meetings, surveys and through the provider's supervision procedure. The provider also had a QR code and email address where staff could share any anonymous concerns. Staff told us they felt confident to raise any concerns with the registered manager and these would be acted upon. One staff member gave us an example of where they had shared concerns about a temporary staff member, and how these had been addressed. The registered manager demonstrated good knowledge of the duty of candour. The duty of candour is to be open and transparent, and it sets out specific guideline's providers must follow if things go wrong with care and treatment.

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. culture by improving equality and equity for people who worked for them. The provider’s recruitment policies and procedures helped ensure staff experienced equitable treatment. Staff had received training in relation to Equality, Diversity and Inclusion and told us they felt respected and valued at work.

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. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate. There were regular audits carried out by both the registered manager and senior leadership team. Incidents were logged and analysed, and lessons learned were shared with staff and training compliance was monitored. The service had an improvement plan which had highlighted some of the concerns we had found during the inspection with medicines documentation, and plans were in place to increase management oversight of the shortfalls.

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. The registered manager attended local managers meetings and learning disability forums to share knowledge, skills and resources. The registered manager told us they had asked for help on a forum for ideas to support a person to access the community more easily. They received feedback of some resources available and had applied for a bus pass for the person, which meant the person did now not always need to rely on their wheelchair when accessing the community. There was evidence in care plans to demonstrate the registered manager and staff worked in positive partnerships with external health professionals which was embedded in practice, promoting continuity of care and improving outcomes for people.

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 registered manager was passionate about improvement and innovation at the service and shared ideas of how they would like to make some positive changes. They encouraged an open culture of learning and continuous improvement, driving good-quality, safe, person-centred care. There were systems in place to share learning and outcomes of incidents and accidents, and staff shared learning to prevent similar incidents reoccurring.