RivaHealth Clinics

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. This is the first assessment for this service. This key question has been rated as 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 provider demonstrated a clear understanding of where care and support were needed to assist vulnerable people within the community. Throughout the inspection, their commitment to safety and compassionate care was consistently evident, with both staff and those receiving support reporting feelings of respect and inclusion. A positive organisational culture was observed among staff and leadership, characterised by openness, honesty, and mutual trust. One person said they felt comfortable speaking openly in the presence of staff, reflecting the supportive environment fostered by the service.

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.

Leaders across all levels consistently demonstrated the expertise, values, and competencies necessary to deliver high-quality, person-centred care. In addition to the registered manager, the organisation benefited from the active involvement of a complex case manager and a quality, compliance, and governance lead. Together, they played a pivotal role in overseeing operational delivery and ensuring that care standards remained robust, responsive, and aligned with best practice.

Staff told us, “I have good support from [Complex Case Manager], I can call them whenever there is an issue.” and “I feel very supported by managers. They are approachable, provide guidance when needed and make sure I have the training and resources to carry out my role effectively.” and “I receive regular supervision sessions where I can discuss my work, reflect on my practice, and receive feedback and support from my manager. I am also able to attend staff meetings, which give me the opportunity to share ideas, stay updated on policies and procedures, and work as part of the team to improve the quality of care we provide.”

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

People receiving support, as well as staff, felt confident and comfortable to speak up. One person shared, “It’s important to always speak up,” and expressed that staff had empowered them to do so. Organisational policies actively promoted a culture of openness, ensuring that staff felt safe, supported, and free to raise concerns. The provider demonstrated a clear commitment to transparency, with evidence that any safeguarding or quality-related concerns were appropriately shared with social workers and local authorities.

A staff member described their approach to speaking up: “When reporting a concern, I would immediately inform the team leader, manager, or safeguarding lead, while following the company’s policy to ensure the correct actions are taken. I would then record the incident using clear language and ensure all documentation accurately reflects what occurred.”

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.

The organisation demonstrated a commitment to cultivating a diverse, inclusive, and equitable workplace where all staff are valued, respected, and supported. Its approach to staff development and career progression was underpinned by principles of fairness and non-discrimination, ensuring equal access to opportunities regardless of background or identity. Staff spoke positively about the support for ongoing development and the support given by the provider to fulfil their job role.

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 provider had established a structured audit system to support oversight of care quality and to identify areas for improvement. When audits highlighted the need for action, a formal report was generated and assigned to a designated leader for follow-up. For instance, a review of a care record revealed that a person had experienced two falls within a three-week period. In response, a GP appointment was arranged to assess the contributing factors and ensure appropriate support was in place.

Governance processes were effective in identifying recurring themes and areas for improvement, including care documentation, medicines management, safeguarding, service user feedback, staff recruitment, staff engagement, and incident reporting. Additionally, reflective practice sessions led by leaders enabled staff members to critically evaluate their responses to incidents, fostering learning and improving the management of similar situations in the future.

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 demonstrated a clear commitment to fostering meaningful partnerships with health and social care professionals, as well as with people’s relatives and friends. People were actively supported to access their local communities and maintain personal relationships, contributing to their overall wellbeing and social inclusion. Staff played a key role in facilitating regular attendance at health and social care appointments, while also encouraging the development of positive relationships with external professionals involved in each person’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 demonstrated a proactive approach to learning and continuous improvement, using feedback, audits, and incident reviews to inform service development. Staff were encouraged to reflect on their practice, share insights, and contribute to a culture of openness and learning. Where areas for improvement were identified, clear action plans were implemented and monitored to ensure progress.