Rievaulx House Care Centre

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 was an unrated service. At this assessment the rating has rated 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. There was consistent leadership at the service where staff, people and relatives felt able to approach the registered manager or deputy manager. There was a focus on equality and inclusion to respect people.

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 was skilled, experienced and competent. The registered manager led by example and had an open door to staff, relatives and people. The registered manager understood the strengths and development needed within the service to drive continual improvement and drive change. One member of staff commented, “It feels well cared for by management.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. There was an open culture where people, staff and relatives felt able to speak up and they would be heard.

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 workforce was inclusive and celebrated diversity.

While there were detailed and comprehensive systems of governance checks, audits and monitoring systems, these were not always effective in identifying issues or ensuring prompt action was taken. There were a significant number of audits and quality checks completed which showed, largely, people received high-quality person-centred care, these were not always accurate. The audits had not identified there were gaps in records related to positional changes. While some audits identified urgent action needed, such as a sluice door lock needing replacing, medication trolley lock needing replacing and radiator covers needing repair, timely action had not been undertaken by the provider to rectify these issues. Maintenance actions were completed in response to inspection feedback. Furthermore, several of the carpets were heavily stained and these have been identified through audits. The provider had not taken the necessary action to organise a deep clean for these carpets.

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 service worked well with local community groups including the local primary school, entertainers and voluntary groups.

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 and effective practice. The registered manager was skilled committed to continually improve and acted openly and transparently with the staff team where learning had been identified. The registered manager was passionate to make sure people had a good quality of life.