Richmond House

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 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 provider had an up-to-date Statement of Purpose which described the service’s vision and values. Our conversations with staff confirmed they upheld the values of the service. Staff felt involved in the day to day running of the service and were fully included in staff meetings. The registered manager had an open-door policy and staff told us they welcomed suggestions for improvements. Comments included, “They are always asking for suggestions from everybody to move forward, always encouraging suggestions”.

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. The registered manager spoke passionately about delivering a quality service to people and actively supporting the staff team. Staff said the registered manager was approachable, supportive and welcomed initiatives. Comments included, “The manager is on it, boom, for the service users and staff”.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.Staff felt able to speak up and discuss concerns and ideas with the registered manager and felt their voice would be heard. Feedback included, “If I notice something I raise a concern, the next day it is discussed” and “There is an open-door policy if you didn’t feel able to speak up in team meetings”. Relatives told us they felt able to raise concerns should they need to.

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 employed a diverse workforce from varying backgrounds and cultures. Staff felt they were treated equally and spoke positively about their role and employment. The provider supported flexible working, and staff told us about adjustments that had been made to support them at work. Feedback included, “Everyone is treated fairly and is well supported”, “Some staff go to church they are supported to do that, I have no concerns in that area” and “The registered manager is really good at meeting staff needs as well as the residents with regards to flexibility”.

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 provider had a range of audits and quality checks in place. Where shortfalls were identified, prompt action was taken to resolve any issues. Policies were in place and any updates shared in staff meetings. The provider had clear systems in place for workforce planning and performance. Staff understood their roles and responsibilities and described strong and effective teamwork. Comments from staff included, “I think we are organised and well managed and more so since [the registered manager] came, there’s nothing missed now.”

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners. There was clear and consistent evidence of effective partnership working with a wide range of health and social care professionals. The service collaborated closely with district nurses, general practitioners, dieticians and relevant professionals to ensure coordinated care for individuals. The provider demonstrated a proactive approach to managing people’s health and wellbeing and this was recorded in care records.

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 service demonstrated commitment to continuous learning and improvement, supported by effective systems for sharing good practice and lessons learnt across the provider group. When incidents or challenges arose, information was shared promptly with staff, recorded and discussed in team meetings. Staff told us the registered manager actively welcomed ideas for improvements. Comments included, “They’re always encouraging suggestions, and they act on it”, “Every day we are encouraged to share our opinion” and “Everyone communicates well. When I came I was helped, [the registered manager] and staff helped me to adapt as I hadn’t worked in care before”.