Richmond Village Coventry

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 Good. At this inspection the rating has remained 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.

People told us staff focused on what mattered to them, which helped them enjoy a good quality of life. One person told us, “I am very content here. It is very good.” A relative told us, “We are happy that [Name] is here, we would recommend it to others.” Another said, “It is very friendly and positive place to be.”

Staff said the support they received enabled them to meet people’s needs effectively and ensured people’s wishes were central to how their care provided.

The provider told us how they obtained information to ensure people’s needs were met. They stated, “Potential residents are asked about their preference for male or female staff for personal care needs. Residents are also asked about religion, cultural/spiritual practices, relationship status, dietary needs, and any other relevant characteristics.”

The registered manager told us the provider’s values were shared with staff to ensure these were reflected in everyday practice. They told us, “Our Bupa values are Brave, Caring and Responsible. We talk about them at supervisions and huddles (daily meetings). We link back to them when things happen” (such as questioning responses to situations and if that response was the right response).

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.

People felt the service was well managed. One person told us, “I know who the manager is, and they make themselves aware of your needs.” A relative said, “I know who the managers are and they are very approachable.”

Staff spoke positively of their managers. Staff told us leaders were visible and gave them support and guidance and demonstrated a caring attitude towards them. One staff member told us, “The manager is so down to earth, you can speak to her about anything which I think is a bonus, that you are not afraid to go up to your manager. She is very forthcoming; she is very good. She knows every single person's name and their conditions. She is always in and out of their rooms.” Another staff member commented, “They (managers) all seem to want to do their best for the residents."

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

The provider ensured staff worked with people, relatives, and other health and social care professionals to ensure any concerns were identified and could be addressed.

Staff understood their responsibility to be open and honest if something went wrong. Staff told us they were encouraged to approach the management team at any time if they needed to speak up about something. They felt confident they would be listened to. One staff member said, "I think they do listen to you when you go to them." Another staff member said, "[Registered manager] is the person you can say anything to; she always listens to you and deals with any gripes you have. If things are sorted, she will come back and say what has happened. You always get that feedback which is a pleasure to be honest." Staff told us a person from the provider group regularly visited the home. They said, “You can go and talk to them if you have got something on your mind."

Information about policies to support a culture of speaking up such as whistleblowing and complaints were available within the home.

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.

Staff told us they felt included in decisions about the service and spoke positively of the provider. There were staff from different backgrounds and cultures working at the home. Staff told us the provider was flexible when needed which helped them to work around family commitments. One staff member said they felt well supported because they had regular face to face and online training. They described how the manager was ‘resident focussed’ and had a ‘hands on’ leadership style.

Staff had access to the provider’s policies in relation to equality and diversity in the workplace, so they understood the provider’s expectations.

The provider did not always have clear systems in relation to good governance. They usually acted on information about risk, performance and outcomes, and shared this securely with others when appropriate.

The provider had a range of systems to support good governance. This included regular audits completed by the registered manager such as audit checks of accidents and incidents, and medication. However, we identified some areas for improvement. This included action to ensure detailed checks of temporary staff working at the home were completed. Action to ensure the fire doors at the home were checked more frequently so that any issues were identified and swiftly addressed. Also, action to ensure records showed what checks were completed in relation to the fire doors. The provider told us they would address this.

We identified a walking frame with ferrules (rubber feet) worn down to the metal which meant there was an increased potential fall risk for the person using this. This was addressed during our visit. We also saw floor surfaces needing attention in 2 washrooms. We made the registered manager aware of this so appropriate action could be taken.

People were provided with opportunities to share their views of the service. This included satisfaction surveys and resident meetings where people had the opportunity to comment on the care and service they received. Positive responses had been received in relation to the most recent survey. We saw there was a “You said, We did” notice board on display in the home showing what people had asked for and how the service had responded. This showed people’s views were taken seriously.

People told us the service was managed well, and they received the care they needed. One person said, “There is a very good atmosphere here in this home, I love it here; I wouldn’t change anything here.” A relative said, “I would, and have, recommended the home to others.”

Staff understood their roles and responsibilities and were supported through supervision and team meetings. Staff told us there was a clear management structure in place and a clear pathway to escalate and share concerns. Staff had access to the provider’s policies and procedures to provide them with the guidance needed to complete their role.

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.

People’s needs were assessed prior to them moving into the home to ensure their needs could be met. The service worked with family members where necessary to ensure people’s needs were met safely and appropriately.

Social events were arranged to raise funds for other charitable organisations which promoted good relationships with the local community and increased people’s opportunities for interesting things to do.

Staff understood the importance of sharing information with healthcare professionals such as changes in people’s health. Referrals to health and social care professionals were made when risks were identified. Records demonstrated improvements in people’s health such as healed skin wounds which demonstrated advice from healthcare professionals was followed.

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.

Staff completed regular training to support them in their role and in delivering safe care. Staff told us they were encouraged to build their skills and knowledge. One staff member told us, "We have always been advised that if you feel like you need more training on anything, you only have to ask." Another staff member said, "There are plenty of options for extra training. If there is something you want to do that is not there, you can ask." Staff felt confident to raise any concerns with management staff and to learn from any mistakes. Staff had regular opportunities to share information with management staff if they saw something they felt needed to be improved. This included during daily meetings that took place with staff.

The provider told us, staff were subject to competency assessments where staff knowledge and standards of conduct were checked. This helped to ensure staff any staff learning was identified and competencies were maintained.

The registered manager told us lessons were learnt when things went wrong. For example, from accidents and incidents which were reviewed to identify if any changes in practice were needed. These were discussed and implemented with staff where necessary.