Richmond Court Nursing Home

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-centered care; supported learning and innovation; and promoted an open, fair culture. At our last assessment we rated this key question inadequate. 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-centered 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. The provider’s vision for the service was to have a culture which valued and respected individual differences promoting dignity and treating people as individuals through equality and diversity to maximise their potential. Leaders told us they had been focused on making improvements to the service and ensuring staff had the right systems and support in place. We saw improvements had been made and sustained since the last inspection. Staff told us they were supported to provide people with person centred care and they had seen improvements in how the service was managed. There was a vision action plan in place which set out how the provider was planning to make further improvements to the home. This included continuing to develop the champion role, improve the environment for people living with dementia and access to community-based activities for people living at the home.

Leaders ensured their knowledge and experience was accurate and up to date enabling consistently effective leadership in the service. The provider had initiated a champions role process which had enabled staff to take a lead role in areas within the home as a dedicated staff member to make improvements in the area through assessing the status and planning improvements. Leaders told us the champions system had been a good way to engage staff and it had improved staff morale. Staff felt this was a positive move and had made a difference to people’s care.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Leaders told us staff could come to the management team about anything and there was a policy in place to encourage staff to be open. Staff confirmed they felt able to speak up if they were concerned about anything.

The provider’s governance systems identified areas for improvement and enabled the appropriate action to be taken. Leaders told us they had a range of systems in place to check on the quality of the care people received. There were audits in place for infection prevention control, medicines and care planning. A resident of the day system was in place to check on peoples care plans, experience of care and their bedroom and equipment. Daily checks were carried out on care delivery and record keeping to ensure accuracy. There were checks in place to ensure staff were skilled and knowledgeable and these were driving improvements. Staff told us they felt the home was well managed and they could source support if they needed it.

The provider’s governance systems identified areas for improvement and enabled the appropriate action to be taken. Leaders told us they had a range of systems in place to check on the quality of the care people received. There were audits in place for infection prevention control, medicines and care planning. A resident of the day system was in place to check on peoples care plans, experience of care and their bedroom and equipment. Daily checks were carried out on care delivery and record keeping to ensure accuracy. There were checks in place to ensure staff were skilled and knowledgeable and these were driving improvements. Staff told us they felt the home was well managed and they could source support if they needed it.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. The provider worked in partnership with local health partners and had successfully implemented a range of actions following an audit after the last inspection. A follow up visit had taken place by the local authority, and some further actions had been identified which the provider had worked to address at the time of this inspection site visit.

The providers systems had not always focused on learning and improvement across the organisation. Leaders told us they adopted a learning culture in the home. They described sharing learning with staff following incidents, accidents and a system of review which looked at identifying any trends and themes to learn and change the service. Staff felt engaged in the service and could make suggestions for improvements. One staff member said, “Staff are listened to when suggestions are made. Everybody's voice is heard. We do this in staff meetings. All opinions are heard and listened to.” We saw any incidents were reviewed and the learning was shared with staff.