Riverside

Staff and managers showed a strong commitment to providing safe, person-centred and inclusive support. They helped people live meaningful and fulfilling lives while respecting their choices and individuality. Information about staying safe was available in ways people could easily understand, helping them recognise risks and make informed decisions. Staff had a good understanding of safeguarding, risk management and positive behaviour support. This was supported by training, including training specific to learning disabilities and autism. Risks were managed in the least restrictive way possible, promoting people's rights, independence and freedom.

We looked at whether the service was following the Mental Capacity Act 2005 (MCA) and managing Deprivation of Liberty Safeguards (DoLS) correctly. DoLS is a legal process that allows restrictions on a person's liberty only when necessary and authorised. We found that staff and managers worked in line with the MCA, and DoLS applications were made and monitored appropriately. People were not subject to unnecessary or unlawful restrictions and were supported to have choice, control and freedom in their daily lives.

The service showed a clear commitment to learning and continuous improvement. There were effective systems for reviewing incidents, accidents and other events, and lessons learned were shared both within the service and across the wider organisation. Strong governance arrangements ensured that quality and safety were regularly monitored and reviewed.

There were enough staff to meet people's assessed needs and agreed support hours. Safer recruitment processes were in place and helped ensure suitable staff were employed. Staff received a comprehensive training programme that covered both mandatory topics and the specific needs of the people they supported. Medicines were stored, administered and managed safely. Staff demonstrated a good understanding of STOMP (Stopping the Over-Medication of People with a Learning Disability, Autism or Both) principles, helping to avoid unnecessary medication.

Staff understood the importance of consent, decision-making and best interest processes, and consistently followed good practice guidance. They worked closely with health and social care professionals, including Speech and Language Therapists, GPs and specialist consultants, to ensure people received personalised and effective support.

Staff knew people well and understood their communication needs, preferences and individual ways of expressing themselves. They were able to recognise and respond quickly to signs of distress or changes in health. Support focused on helping people develop independence, achieve personal goals and maintain as much choice and control over their lives as possible.

Staff and leaders also understood the barriers and inequalities often faced by people with learning disabilities and autism. They worked proactively to help people overcome these challenges, supporting access to healthcare, social activities and employment opportunities where appropriate. Staff consistently demonstrated the organisation's values, creating a culture that was empowering, inclusive and centred on the person.

Overall, there was a strong commitment from both staff and the provider to delivering high-quality care and support. Effective leadership, good governance, and a focus on promoting people's rights, independence and wellbeing helped people lead enjoyable, meaningful and fulfilling lives.