Ribble Valley 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 71 (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 new manager had only been in post for a few weeks however, staff told us they had made positive changes to the culture of the home. One staff member commented, “Manager has made a massive impact on the home. Since [manager] came we are smiling.” A second staff member commented, “I come into their home and keep it nice for them.”

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.

All the staff we spoke with felt supported by the management team and directors. They felt the manager visible within the home and modelled positive, nurturing behaviours. One staff member told us, “Manager, she comes and helps us if we need it, she’s really good.”

A second staff member said, “[Manager] is very approachable. Any worries or concerns, I wouldn’t hesitate to tell her.”

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

Staff told us they knew how to make complaints and raise concerns. They could report concerns in one-to-one meetings and felt the manager had an open-door policy. They felt comfortable sharing any concerns with the manager who listened and acted on feedback. Staff could also tell how they could share concerns with the local authority and us (Care Quality Commission).

The provider had formal processes to investigate concerns effectively and confidentially.

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 policies to support workforce equality and diversity. Staff told us they felt valued and were confident the manager and provider promoted inclusion and equity.

The provider had clear responsibilities, roles, systems of accountability and good governance. However, systems were not consistently followed to monitor and improve the quality of care.

Audits had incorrectly identified some people’s care plans as accurate when information was outdated or wrong. Audits had not identified the issues we found, related to the recording and storage of medicines. The manager took action to review and update these care plans and processes around the management of medicines.

Fire, gas, electrical and water safety checks were carried out in line with guidance. Audits and checks carried out on the environment and equipment used to support people with their care were effective and issues identified were resolved quickly.

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.

Management and staff worked with relatives, health and social care agencies, and the local authorities to meet people’s needs.

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 management team were committed to learning to improve the service provided to people. The provider attended health and social care meetings with the local authority and other providers to gain knowledge and share best practice.