Riverside View Care Home

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.

At our last inspection we rated this key question requires improvement. At this assessment the rating has changed to 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 system was in place to involve people, relatives and staff in the running and development of the home. The provider consulted with key stakeholders through a variety of methods, to capture their views and make inclusive decisions. Staff felt enabled to make suggestions and share views about the service and felt listened to. A staff member told us, “The manager has an open-door policy. I can discuss anything confidentially and any suggestions are very welcomed and actioned.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. People and relatives knew how to raise their concerns and felt able to do so. A person told us, “I am safe, of course. I would go to [Registered manager], to the top, but I have not had any concerns. [Registered manager] is very efficient, she would sort it out.”

All complaints or concerns raised were recorded, investigated and appropriately actioned in accordance with the provider’s complaints procedure. A relative commented, “[Registered manager] is very approachable and really professional.My sister had some concerns about [Person]. [Registered manager] was going into a meeting but she spoke to my sister who didn’t feel rushed. [Registered manager] stood and took time with my sister. They are spot on, we cannot ask for better.”

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.

The registered manager told us, “We don’t have anyone at the moment who requires reasonable adjustments. I did speak with [staff member] to ask if there was anything they needed us to put in place to support them (with their religious beliefs) such as dedicated breaks and a secure, private space to pray, but they assured me they didn’t require that. We do have a policy around workforce diversity, and we would put any reasonable adjustments in place to support individual staff members, if they required it."

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 conducted themselves in an open and honest way and submitted statutory notifications for significant events that occurred in the home. They also kept appropriate people informed of events, such as relatives. Comments included, “We discuss things, the communication is fantastic,” and, “If you could give a manager 10 out of 10, we would give [Registered manager] 15. She is brilliant."

There were systems in place to effectively monitor the quality of the service provision to make sure they delivered a high standard of care and to drive improvement. The registered manager completed a daily walk around of the home to check the service. They noted any required action points and immediately addressed these with the appropriate staff, to ensure they were quickly resolved. They also held daily flash meetings with the heads of each area, such as maintenance, catering and care, to ensure that any shortfalls or improvements identified could be discussed and addressed.

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. A health professional told us, “[Registered manager] has excellent communication and is always very helpful in assisting me with any queries, information or support with patients. She always does what I request of her and provides a high standard of care. She will stop what she is doing to engage with me and puts the residents first.”

There was a process 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. Staff were supported to keep up to date with training, developments and best practice to enable them to support people in the most effective and safe way.