Riverdale

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

There had been several changes in the leadership of the service. When we assessed the service, interim managers who were experienced in the provider’s systems and processes were overseeing the service whilst awaiting the start date of a newly appointed registered manager. Relatives spoke positively about the management and the majority of staff told us they had seen improvements in the service. Some staff told us they didn’t feel confident in raising any concerns they had, and others told us they did. We informed the provider's leadership team who assured us of the systems they had in place to ensure staff had various methods of how to raise any concerns they had. We found systems in place to monitor the quality of the service, which included audits and regular checks completed by the management team. A home action plan had been put in place by the provider which identified improvements, and we saw action was underway to addresses these issues. Staff spoke positively about the activities available in the service and we found effective partnerships in place to ensure people could access healthcare when required.

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 management team told us how they gathered feedback from people using the service, staff, relatives, and stakeholders to use this feedback to drive improvements where it was needed. The provider told us about the improvements they had made, and were also working on in the service. This included, ensuring a ‘speak up’ culture was supported to ensure staff had various opportunities and avenues to raise any concerns they had. The majority of staff told us they felt the service was improving following the changes in the service.

We found the management team had a clear vision on the culture they wanted to provide. This was demonstrated by the provider’s action plan in place which detailed the improvements the management team were working on. The action plan listed the findings from audits that had been carried out and the feedback obtained from people, relatives, stakeholders and the staff team.

At the time of our assessment, the service was awaiting the start date of a new registered manager. There had been several changes in the leadership of the service and when we assessed the service, interim managers who were experienced in the provider’s systems and processes were managing the service. The staff team provided us with mixed feedback on how the service had been managed but overall felt this situation was improving. Some staff raised employment concerns with us, we informed the providers leadership team who assured us of the action they would take to work to resolve staff’s concerns. One staff member told us, “There has been problems in the past, but that’s settled and its now a lovely place to work.” Another staff member told us, “There has been a lot of manager changes, its been hard as they have all had different ideas of how things should be done.”

Systems were in place to ensure consistent leadership of the service in the absence of a registered manager. The interim management team we spoke with understood the regulations and were able to answer our questions about how to provide good care to people. Staff understood their roles and responsibilities and people continued to receive the support they needed.

We received mixed feedback from staff about how they felt speaking to the management team. Some staff, told us they didn’t feel confident in raising any concerns they had, and others told us they did. We informed the providers leadership team who assured us of the systems they had in place to ensure staff had various methods of how to raise concerns. The provider also told us how they were providing additional support to staff by hosting drop in surgeries for staff to discuss any issues they had.

The provider had systems and processes in place to support and encourage a positive culture where people felt that they could speak up and be listened to. Staff were asked their views through meetings, supervisions, informal conversations and audits.

Staff told us they had received training in equality and diversity and how they applied this in their day to day practice. The management team told us how there was a ‘step up’ programme in place which encouraged and supported staff ‘s career progression.

The provider had policies and processes in place to protect and promote the rights of the people using the service and the staff team. The provider also had a ‘speak up guardian’ as one of the route’s staff could contact to raise any concerns they had.

The management team told us about the systems and processes they had in place to ensure all aspects of the service were regularly audited and how action plans were in place to drive any improvements they identified. Staff told us how they recorded information and communicated changes to the management team which fed into the audits and action plans in place.

There were systems in place to monitor the quality of the service, which included audits and regular checks completed by the management team. A home action plan had been put in place by the provider which identified some improvements and action was underway to addresses these. Manager daily walk rounds were completed carrying observations of the environment, speaking with people, and checking care records.

The staff team worked with other professionals to help ensure people's changing needs were monitored and met. Relatives told us how the service linked in with external professionals such as the GP, chiropodist and hairdresser who regularly visited.

Staff spoke positively about the activities available in the service. One staff member who worked during the night told us, “People are mainly asleep, when I am on shift, they have such busy days, so sleep well at night.” Another staff member told us how they had recently supported a person to go shopping and how they supported people with their gardening interests.

Effective partnership working was in place to support people to access appropriate healthcare. Records confirmed people regularly saw other professionals when needed including GP’s and practitioners. Weekly ward rounds took place where a health care professional visited the home, reviewing people had acute or ongoing health issues.

Staff spoke positively about the training they had received, One staff member told us, “The training is good, it’s both online and face to face, we also have checks of our competency.” Another staff member told us, “We get training reminders and have to refresh most training each year.”

The provider had systems in place to share good practice between all of the provider services. The provider regularly met with the management team to receive updates on the service and follow up on any actions that were required. The provider had taken part in initiatives to improve pain management for people with the use of technology and reported the use of this technology had improved the quality of the care provided by decreasing the use of anti psychotic medicines and recognising pain as a potential cause of people’s behaviour.