Richmond Court

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 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. Improvements had been made since the last inspection, and the provider was no longer in breach of legal regulations in relation to safe care and treatment, dignity and respect and the governance of the service.

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 team were visible, knowledgeable, and supportive, providing guidance to help staff develop in their roles. Staff told us they received the training they needed to carry out their roles effectively and felt confident in the support provided by the management team.

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 also the registered manager at another service operated by the provider on the same site. People, staff and relatives spoke highly of the registered manager and the improvements they had made since they started at the service. A staff member told us, “The management team are on the ball and they don't brush things under the carpet. People know their jobs now. Morale is much better, staff are happy and things have fallen into place at long last. Things are so much better here now than before and that's completely down to the management team we've got now.”

Staff understood their roles and responsibilities and felt there was positive teamwork and good support and understanding from the leadership team. The registered manager and care manager were knowledgeable and had good oversight of the service.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Policies and procedures were in place to enable staff to speak up.All the staff we spoke to were aware of the process to raise issues and how to contact the provider if they needed 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 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 at the service had improved significantly since our last visit. Audits and checks were carried out regularly such as audits of care records, health and safety and staff practice. Quality reviews were completed in line with regulatory requirements. The registered manager maintained oversight of all audits and checks and progress with improvement action plans. Electronic systems and robust monitoring tools were utilised to monitor care provision. The registered manager understood the legal requirements of their role and the importance of their role and responsibility.

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 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.

Continuous staff training contributed to safe and effective care. Staff worked well together and supported each other to provide good quality care. There was an open culture which promoted inclusivity, reflection and learning. The current management team had worked hard to ensure improvements were made in areas highlighted at the last inspection.