Richmond Village Aston on Trent DCA Also known as Richmond Retirement Village

On this page

• Overview
• Assessing needs
• Delivering evidence-based care and treatment
• How staff, teams and services work together
• Supporting people to live healthier lives
• Monitoring and improving outcomes
• Consent to care and treatment

Effective – this means we looked for evidence that people’s care, treatment and support achieved good outcomes and promoted a good quality of life, based on best available evidence.

At our last assessment we rated this key question good. At this assessment the rating has remained good. This meant people’s outcomes were consistently good, and people’s feedback confirmed this.

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 made sure people’s care and treatment was effective by assessing and reviewing their health, care, wellbeing and communication needs with them.

Assessments of people's needs had been carried prior to people using the service and involved the person and, where appropriate, their relatives and healthcare professionals. This ensured the service was able meet the person's needs and preferences. A relative told us, “We met with the registered manager to initially set the care plan up and helped us get set up. We have met the registered manager since to check the plan.”

Care plans and risk assessments had been developed and regularly reviewed to ensure they provided staff with guidance on how to safely support people.

The provider planned and delivered people’s care and treatment with them, including what was important and mattered to them. They did this in line with legislation and current evidence-based good practice and standards.

People received care and support that was tailored to their individual needs supporting them in a person-centred way following good practice guidelines. Staff received regular training to make sure they were kept updated with best practice guidance.

The provider worked well across teams and services to support people. They made sure people only needed to tell their story once by sharing their assessment of needs when people moved between different services.

Leaders and staff worked together to meet people’s needs. The provider had systems in place for effective communication to ensure everyone was up to date with any changes and to ensure essential updates were handed over between the staff team. A staff member told us, “Handovers take place at the start of each shift which gives an opportunity to share what’s happened that day. We also have a folder so that if you have been off, you can see what has happened with people.” When people’s needs changed staff told us they shared this with the registered manager, which ensured appropriate action was taken to make adjustments to the care.

The provider supported people to manage their health and wellbeing to maximise their independence, choice and control. Staff supported people to live healthier lives and where possible, reduce their future needs for care and support.

Care records captured the support people required with their health needs. Staff were aware what action they should take if they had concerns regarding an individual’s health or wellbeing. For example, staff knew to escalate the concerns, seeking medical advice as required and informing management which ensured people’s health and wellbeing needs were supported. A professional said, “Staff have consistently listened to and acted on professional advice that was provided. They demonstrate a willingness to collaborate and ensure the best outcomes for service users.”

Care records contained information about people’s dietary support and guidance on how staff should support them.

The provider routinely monitored people’s care and treatment to continuously improve it. They ensured that outcomes were positive and consistent, and that they met both clinical expectations and the expectations of people themselves.

The provider ensured that monitoring and improving outcomes for people were embedded across the service. Care plans were reviewed regularly, meaning any changes in people’s needs were reflected in the guidance for staff. People’s care plans detailed the outcomes they required to ensure their needs were met in a safe and person-centred way. People we spoke with felt able to liaise with the registered manager if they needed to.

The provider told people about their rights around consent and respected these when delivering person-centred care and treatment.

Staff completed Mental Capacity Act (MCA) training and had a good understanding of the importance of consent checking peoples consent to their care. They understood how to support people to have choice and control over their lives.

People and relatives commented that staff asked for consent before they provided care. Comments included, “The carers will knock on the door or ring the bell before they come in. They ask me how I am feeling and will ask me if I would like a bath or if I am ready for a bath to get my consent” and “The staff will always ask my [relative] if they would like them to help, before doing anything.”