Boughton Green Road Limited Also known as Richardson Care

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

We assessed all 7 quality statements in this key question. Our rating for this key question has improved to good. The overall governance and monitoring of the service had improved. There were effective systems in place to monitor the quality and performance of the service and action was taken to address any shortfalls found. Managers and staff understood their responsibilities and worked together to deliver good outcomes for people. There was an open and inclusive environment where both staff and people were able to speak up and be involved with the development of the service. Staff felt supported and encouraged to share ideas. The service worked well with other health professionals and commissioners of the service and were proactive in addressing any issues raised. One local authority commissioner told us since raising a concern around communication they had begun to see some improvements.

This service scored 71 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

Staff and managers demonstrated a positive and compassionate approach to providing a holistic and person-centered approach to care. Staff felt listened to and all were expected to contribute to improving life experiences for people, so they lived their best life possible. There was an emphasis on listening and learning. Many staff had worked at the service for several years. One said, “I’ve been working in care for over 8 years, Richardson care is the best I’ve worked for. There is an open-door policy, you can speak to the owners.” Staff spoke positively about a recent conference they had attended put on by the provider. This had brought the whole organisation together which enabled them to focus on their values and shared direction.

Staff and relatives spoke positively about the new manager and other leaders within the service. They felt they were listened to, and the manager acted on any issues they raised. One staff member said, “The manager is new, I am very happy with the support she is giving us.” A relative said, “I email the manager, she comes straight back to me, and she always listens to what I have to say.” The manager was supported by the provider. She understood her role and knew what improvements were needed in the service. One staff member said, “Our manager proactively identifies areas for improvement and leads change initiatives. The manager spent time working alongside staff and it was evident she had built up a good rapport with both the people using the service and the staff. Staff had regular supervision which included topics such as health and well-being. A new debrief process had been introduced to support staff to talk through any issues arising from incidents. There were multi-disciplinary team meetings which included both clinical and support staff involved with an individual’s care. This gave staff the opportunity to learn and understand people’s complex needs.

Staff told us they were able to speak up and had confidence they would be listened to, and action taken. There was clear information around the service which ensured both staff and people who used the service knew who they could speak to. The head of care was the safeguarding champion for the organisation, and she spent time in the home. Staff were encouraged to speak up in staff meetings and their own individual supervisions. The new manager said she felt staff were open with her and spoke to her when they needed to. One staff member said, "The manager would apologise if she had got something wrong and takes account for her actions.” Another said, “Our manager encourages open communication and actively seeks our input.” Relatives told us they would speak with the manager if they had any complaints or concerns. They were confident she would listen to them and address the issue. The provider proactively sought feedback from staff via surveys.

There was a diverse workforce, and everyone appeared to get on well. Staff said they worked well together as a team. Staff told us they were treated fairly, not discriminated against and with consideration. One told us there had recently been a change in shift patterns which meant longer days, but they worked less days each week and overtime was monitored to ensure no one worked too many hours. They felt this had worked well for the people using the service too. Adjustments were made to support people’s culture and religion. The provider followed safe recruitment practices, which included appropriate checks to ensure suitability. The manager told us they were looking at further training in relation to culture to ensure everyone was up to date with best practice.

Staff understood their individual and collective responsibility. There was a clear management structure and senior staff were supported to fulfil their supervisory roles and duties. Through staff supervisions and appraisals staff had the opportunity to undertake training to develop their skills which could enable them to take on supervisory responsibilities, this meant there was a potential pipeline of new managers. There were effective systems in place to monitor the quality and performance of the service. Audits were in place including monitoring of medicine administration, care plan documentation, incidents and accidents. The provider had an improvement plan in place which had been shared with the new manager who was fully aware of her responsibilities and was addressing the actions identified. There was a clear drive to continually improve the service which in turn would enrich the lives of the people living there.

People were encouraged and supported to be part of the local community and access numerous services within the community. People had benefited from attending a local group for people with brian acquired injuries. Unfortunately, this had recently closed, and the provider was actively looking for other activities people could enjoy. A couple of people were being supported with voluntary work for a local community group. Local authority commissioners told us they were impressed with the service and how they worked with them to provide the best possible outcome for people. The Multidisciplinary team recognised when they did not have the skills to meet all the needs of a person, they needed to seek advice and support from other health and social care professionals. For example, District nurses and community nursing staff were actively involved with some people.

Since the last inspection, the provider had developed an action plan to address the areas of concern found in the last inspection and through their own monitoring of the service. A new manager had been appointed who was helping to drive forward the improvements. We saw recording in care records had improved, although there was still more work to be done on this. Incidents and accidents were being overseen and analysed. There were processes to ensure learning had happened when things went wrong, and we saw evidence of learning outcomes being shared with staff during staff meetings. For example, staff knew seek help quicker via the 111 service, not relying on the GP to respond if someone showed signs of an injury. The provider had been highly commended in the Neuro rehab Times awards in 2023 for their wholly person-centred and holistic approach to neuro-rehab.