Rivendale Lodge EMI Care Home

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 good. At this assessment the rating has remained 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 worked closely with staff. During the inspection we saw families and staff stopping to chat with the registered manager or ask questions. The staff team worked well together as a team supported by the registered manager and provider enabling them to provide the best service possible to people receiving care.

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.

The registered manager had worked at Rivendale Lodge for many years, they understood the importance of being visible, leading by example to ensure a positive open culture in the home.

People, relatives and staff all spoke positively about the registered manager. One told us, “We couldn’t thank [managers name] and the staff enough for their hard work, not just for [relatives name] but the love and care in their work for all residents.”

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

Staff felt confident to raise any concerns or issues with management or the provider. The registered manager had one to one supervision with staff regularly as well as staff meetings. The registered manger also told us they had ‘an open-door policy’ This gave staff opportunity to share their views, discuss development opportunities and discuss any concerns they may have. Staff told us they felt supported and listened to.

Staff had access to the homes Whistleblowing policy and the complaints policy was displayed.

Relatives confirmed they would be comfortable asking questions or sharing any issues should they occur.

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 was a supportive culture at the home. Staff told us they felt they were treated equally and with respect. Staff were given opportunities to access training and professional development, supporting fair career progression and skill development. There was no evidence of discrimination, and the provider promoted an inclusive working culture where staff were treated equally and with respect.

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.

The registered manager had effective oversight of the day to day running of the home, supported by a robust governance process. Regular checks and audits were completed to review all aspects of the home and the care provision. These included the identification and management of risk and the quality of people’s care and support. Audits identified any trends or themes, for example in relation to falls or accidents and incidents, improvements needed or learning to be taken forward. In addition, an external audit and review had been completed by an external consultant. Robust maintenance processes were in place to ensure environmental checks were completed and any required maintenance carried out.

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 provider worked with a range of stakeholders within the local community, including health professionals and the local authority, to support people’s care and wellbeing. Staff liaised with other professionals involved in people’s care and support and information was shared in a timely and effective way. During the inspection we observed visits to the home by other agencies involved in the ongoing management of people’s care.

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 provider had systems in place to support continuous learning and service improvement. They carried out regular reviews and gained feedback to help review practice and identify opportunities to enhance people’s experiences and outcomes. The registered manager was proactive in responding to identified issues and implementing improvements. They worked closely with staff to identify any areas where improvements could be made. For example, the electronic care planning system had been reviewed and work was ongoing to improve care plans. The provider and registered manager had approved designated weekly hours to one staff member to allow them to work solely on improving and enhancing the electronic care system to customise the system to meet the needs of the home and ensure all relevant information about people was included.

There were effective systems in place to learn from accidents, incidents, safeguarding concerns, and situations where things had not gone as planned. Learning from these events was shared with staff through meetings and supervision, ensuring staff were kept informed about changes, improvements, and ongoing action plans.