Archived: Ripplez-Revive Healthy Living Centre

Inspection teams follow a set of principles to ensure consistent decisions. The principles will normally apply but will be balanced by inspection teams using their discretion and professional judgement in the light of all of the available evidence.

We did not rate the services provided by Ripplez Community Interest Company (CIC).

We found

• There were robust incident reporting systems and examples of shared learning.
• Staff at all levels of the organisation understood their responsibilities to protect clients from avoidable harm. Staff had received safeguarding training to an appropriate level.
• Comprehensive client risk assessments were carried out during the course of the family nurse partnership (FNP) programme.
• The provider had a clear policy and systems in place to ensure client records were kept secure.
• Staffing levels and case-loads were in line with FNP national unit licensing requirements.
• The FNP programme was delivered in line with the licensing requirements set out by the FNP national unit. Family nurses were well trained and supported to deliver the FNP programme and received regular clinical and psychological supervision. All staff within the organisation had received a meaningful appraisal within the past 12 months. All staff had completed the required mandatory training.
• There was strong evidence of multidisciplinary working with other health professionals and organisations outside of the service.
• There was a strong client-centred culture. Staff were highly motivated and provided individualised and compassionate care. Clients we spoke with told us staff were kind and caring. Staff communicated with clients in a way they understood. They took time to identify what was important to the client and involved them in the planning of the programme. Client’s emotional and social needs were highly valued by staff and were embedded in their care.
• Ripplez CIC was delivering the FNP programme in partnership with local commissioners. In addition, they were developing innovative, cost effective models of care such as the families first model and community parenting programme.
• Family nurses used interpreters for non-English speaking clients and limited the number of non-English speaking clients for family nurse caseloads.
• There had been no formal complaints about the provider.
• The organisation had a clear vison, values and strategy, which was shared by all staff. There was an effective clinical governance framework in place. Service leads demonstrated they understood organisational risks and were positively managing these through action plans and regular review.
• Staff spoke positively about managers. They told us both the chief executive and clinical director were approachable, visible, and cared about staff members as individuals. We found there were very high levels of staff satisfaction and engagement across all groups of staff.