Rialto Care & Support

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 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 provider’s vision was to positively transform lives with a focus on people’s strengths and capabilities, promoting independence and community integration. The provider told us, “Every day we bridge the gap people face with social inclusion. People are socially excluded and we ensure everyone is treated as an individual, with respect and dignity.” The provider gave examples of people securing jobs; starting relationships and reducing the level of support they required ensuring each person was at the centre of their own support. Care plans directed staff to do things 'with' people and not 'for' them and this was observed during our visits.

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 felt supported by the provider. Staff spoke positively about the management team, describing them as “amazing” and “supportive”. Staff felt well supported and said of the managers, "If you need anything they are always there to assist you." The registered manager was actively involved in people's assessments and knew people well.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. The provider had a clear whistleblowing policy in place and all staff were supported to speak up. The provider encouraged a culture of openness, for example, staff could approach their own manager or send an email directly to the office with any concerns. Managers prioritised a response to staff. Staff told us, “I’m not afraid to speak up.” Another staff member said they would speak up, “if something was wrong”.

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 provider had an equality, diversity, inclusion and human rights policy in place for staff to access. Staff confirmed they had no concerns, were treated fairly and had completed the training allocated. The staff handbook outlined the providers’ commitment to staff wellbeing and agency staff confirmed they were treated just the same as employees.

The provider did not always have clear responsibilities, roles, systems of accountability or good governance. They did not always act on the best information about risk, performance and outcomes, or share this securely with others when appropriate. Audits and spot checks were not always effective. They did not identify the concerns we found around medication storage and disposal. Audits did not always identify some areas of care planning requiring improvement. As a result of our feedback, new systems and processes were introduced to strengthen monitoring, oversight and overall governance. Regular service reviews were carried out; a business continuity plan was in place, and the local authority were notified appropriately regarding any concerns. Staff were recruited safely; they received competency checks and regular supervisions.

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 with them for improvement. One professional partner stated there was sometimes a delay in receiving information, however, feedback from partners was positive. One professional partner told us a success story about one person who had previously been withdrawn and displaying very little engagement, were now a lot happier and displayed no challenging behaviours, indicating they were well supported. They commented, “Things are positive, they have been listening to our advice, followed guidelines and staff really take on board what you recommend.” Other social links had been established with leisure and other external facilities.

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 actively sought support from external professionals to implement positive changes in care delivery resulting in positive outcomes. One professional told us, “Rialto are receptive to feedback and responsive where this is given for changes to be implemented.” Staff confirmed they were involved in giving feedback to help in the direction of improvements to be implemented. Whilst improvements were evident, these were not always documented.