Riverside Place

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 newly registered 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 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 management and staff ensured the service put people first and focused on their needs, wishes and aspirations.

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. A health professional told us, “[Registered manager] comes across as a competent, skilful, compassionate and knowledgeable manager. She attends regular review meetings and communicates any more urgent information, i.e. risk incidents via email in a timely manner. I have noted that her decision making around care and risk is excellent, for example when managing 1:1 support and observations to maintain safety alongside promoting autonomy.” Staff felt enabled to make suggestions and share views about the service and felt listened to. A staff member told us, “I feel comfortable raising issues or making suggestions. For example, I once suggested introducing more varied activities for residents, and the management team listened and implemented some of my ideas. I usually receive feedback on my suggestions, which I appreciate.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. People knew how to raise their concerns and felt able to do so. The explained when they had previously raised some issues with the registered manager around particular aspects of their care. One person told us, “I do not have any complaints.” They went on to say they would recommend the service to other people. Another person said, “No complaints. They (staff) are all brilliant.” All complaints or concerns raised were appropriately actioned in accordance with the provider’s complaints procedure. A health professional told us, “On one occasion my client was dissatisfied with a member of staff and their complaint was taken seriously and thoroughly investigated.”

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 appropriate policies and procedures in place to support staff and promote equality and diversity within the workplace. They introduced champions in the workplace for areas identified as specific needs and made reasonable adjustments to enable staff to support people effectively and consistently.

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 registered manager and staff understood their roles and responsibilities. They monitored the quality of service provision to make sure they delivered a high standard of care and to drive improvement.

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. Feedback from key stakeholders was used to improve the service. People, staff and relatives were asked to share their views of the service via regular communication, meetings, surveys and reviews. The registered manager and staff worked in partnership with other health professionals to achieve positive outcomes for people. People's care records showed involvement and guidance from other agencies such as GPs, psychiatrists, psychological therapists and social workers.

There was a process in place for staff to ensure continuous improvement through innovation and learning was achieved. Staff were actively encouraged to work with people in ways which aimed to improve outcomes for them and allow each individual to experience a good quality of life. The registered manager ensured staff were supported to keep up to date with developments in best practice. A staff member told us, “Working at Riverside Place is incredibly rewarding because of the strong sense of teamwork and the opportunity to make a real difference in residents' lives. One of the best things is the relationships I’ve built with residents, they feel like family.”