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

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 leadership team showed an open and transparent approach. They promoted a positive culture, providing person-centred and effective care and support. Feedback was actively gathered from people using the service, relatives and staff to drive improvements where needed.

People, relatives and staff spoke positively about the leaders. A person said, “They (leaders) involve us, and I meet all the new staff and residents. We always know what’s going on as they are very good at communicating with us.”

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.

We found the leaders to be passionate and enthusiastic about the service and extremely responsive to the information we requested throughout this inspection. Staff told us they found the management team approachable and supportive. Leaders evidenced the steps taken to promote an inclusive service, which included ensuring service delivery was individualized to meet people’s specific needs.

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

Staff expressed they felt able to raise any concerns and were confident that their concerns would be acted upon appropriately by leaders. Leaders promoted an open-door approach, enabling people using the service, relatives and staff to raise queries or issues with them. The provider also promoted a safe space where staff were able to raise ideas, issues and improvements directly with the nominated individual.

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 leaders valued their contributions, a staff member said, “Yes I do feel that my work is valued by the manager as they always appreciate my efforts of how I provide care.”

Staff were given opportunities to develop through regular supervision, staff meetings and ongoing training, which promoted an inclusive work environment. Policies were in place which promoted equality and diversity in the workplace. This ensured staff were valued and supported to carry out their roles effectively.

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.

Systems were in place to learn from incidents, to prevent reoccurrence of incidents. Feedback was also received via surveys which provided people with the opportunity to share ideas and feedback to drive improvements as required. Care call monitoring took place which ensured leaders had an oversight of service delivery. The provider had a business contingency plan in place to maintain service delivery during emergencies such as staff absence and IT failure. There was also a ‘Emergency Escalation Tree’ in place to guide staff in responding to emergencies.

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.

A professional told us Richmond Village Aston on Trent DCA worked collaboratively with them to achieve good outcomes for people. They said, “I would like to highlight the consistently positive experience I have had with the service. Their professionalism, responsiveness and caring approach are commendable.”

The service worked with a range of external community health and social care agencies, such as district nurses and GP's to provide good outcomes for people they supported. A relative fedback, “You know how good a service is when there is a problem. When [relative] has a fall and needs help or when [relative] goes into hospital the staff really excel and the way they communicate with others. I am really pleased with the service and the care.”

Leaders explained they had established links with the local community including attending meetings with the Patient Participation Group (PPG) and they hosted a Christmas party for the PPG to strengthen relationships. Leaders also told us front line staff were able to access refreshments when visiting the retirement village.

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 provider had robust processes in place for learning and improvements. Leaders spoke positively about having a ‘None blame culture’ that supported openness and shared learning across the organisation. A quality improvement action plan was in place which supported continuous service improvement. Leaders welcomed our feedback and took immediate action to address or clarify issues we identified during our inspection.