The Richmond

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 assessment we rated this key question good. At this assessment 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 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 home had a mission statement in place to provide person centred and dignified care. The registered manager said, “I try to be out on the units and visible so that people and relatives can see me and get to know me. I feels it is important that people know who I am and what my role is and that I am approachable.” The registered manager felt it was important to lead by example. The registered manager said, “I try to support staff to achieve the same values, and it is important to work as a team as well. I want staff to show empathy and understanding.” People told us the home was well run, and they had confidence in the management team. One person said, “[The manager] is just like one of us, approachable and so nice. We have a good relationship.”

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 was supported by a deputy manager and a team of senior staff. The management team understood each other’s roles and supported staff to carry out their role in line with the provider’s values. One relative said, “The manager is passionate about here and the deputy manager. They work well together. They have very good common-sense systems.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. The provider had a whistle blowing policy is in place and the management team encouraged and supported staff to raise concerns.

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 management team worked flexibly around staff to ensure they understood their availability and working patterns as much as possible. For example, 1 staff member could not come into work 1 day due to childcare. Their shift was covered, and they were given the opportunity to do some extra hours to make up for this so they would not miss out financially. Staff had access to an equality policy which showed the provider was committed to treating all its employees and job applicants equally.

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. Governance systems in place supported the management team to ensure the service maintained the standard expected by the provider. Any issues were identified and an action plan put in place to ensure they were addressed in a timely way.

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. The provider worked in partnership with other professionals to improve the service. The registered manager had built good relationships with other health professionals such as the occupational therapist, speech and language therapists and GP surgery. Staff worked closely with these health professionals to provide person centred care.

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 management team listened to feedback about the service and took action to improve the service. The management team expressed an open positive attitude to receiving support and understood how and where they could access other professionals to ensure continuous improvement to the service.