Kingsthorpe View Care 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-centred 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 requires improvement. This meant the management and leadership was inconsistent. Leaders and the culture they created did not always support the delivery of high-quality, person-centred care.

The service was in breach of legal regulation in relation to governance at the service. We found no evidence that people had been harmed. However, systems were either not in place or robust enough to demonstrate good governance. This placed people at risk of harm. This was a breach of regulation 17 (Good governance) of the Health and Social Care Act 2008 (Regulated Activities) Regulations 2014.

This service scored 61 (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 did not have a clear shared vision, strategy and culture which was based on transparency, equity, equality and human rights, diversity and inclusion, and engagement. They did not always understand the challenges and the needs of people and their communities. We found no systems and process to ensure there was engagement with people who lived at Kingsthorpe View to obtain their views to ensure the vision, strategy and culture was meaningful to the people living at the home. Improvements had been made and staff and relatives did have engagement with the management team and provider, and they had been transparent. The management team and staff were committed to work towards the providers shared direction of improvement.

Management changes had taken place since our last visit. There was a newly recruited manager who had only just stated in their role. An interim manager supported the operations manager to make the necessary improvements. The management team had not identified the shortfalls we found during our visit and their improvement action plan did not include the areas we identified. Further work was needed to ensure concerns and risks were identified within their own processes and systems. When concerns had been raised to the management team, they were capable of understanding the risks and took immediate action on the high-risk concerns we feedback. The management team had worked closely with the local authority and NHS teams contracts team to support them with the required improvements. Staff spoke positively about the interim manager and told us they had worked hard and was helpful. They had made changes that had made a positive impact to people living at Kingsthorpe View and to the staff. One staff member told us, “Management, who we have now who come to support the home is absolute brilliant and works so hard. She has brought things and listens to staff. She has worked so hard to change the service. The new manager hasn't been here long, so I don’t know much about her but seems lovely.” Another staff member told us, “It's much better with the management now, and making the improvements. New management are more approachable and listen to staff.”

Since our last visit, staff told us they felt more confident to speak up to the interim manager. They told us the manager was approachable and visible. When staff had raised concerns, action had been taken.

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 employed a diverse staff team who felt supported and listened too. There were flexible working arrangements in place for staff who had caring responsibilities in their personal lives

There was no registered manager in post. A new manager had been recruited who told us they would be applying to the be the registered manager with CQC. Audits to monitor the quality of the service were regularly completed and action plans created and reviewed. However, they had not identified multiple shortfalls we identified as part of the assessment. There had been improvements to the provider’s systems and processes since our last visit to auditing care plans, medication, infection prevention control. However, further work was needed around the health and safety of the building, person centred care, cultural preferences with foods and quality assurance from people living at Kingsthorpe view. Staff told us the home was managed much better since our last visit, and this had impacted on people and staff positively. We found improvements and action had been taken to the risk of harm to people from falls, wound management and medicine management. We have asked the provider to submit an action plan on ow they will make improvements.

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 local authority and NHS Integrated Care Board told us the provider was in a provider improvement process but had worked closely and positively with them where they had met the required actions and restriction on their contract had been lifted. The management team told us they had a good working relationship with other partners such as GP and Pharmacy.

The provider told us they had completed their own learning and made changes across the organisation to ensure lessons were learnt from Kingsthorpe View. We found this management team to be reactive to all the concerns we raised. However, further work is required to ensure the provider has systems, processes and competent staff to ensure their own systems are identifying any shortfalls within the service to allow action to be taken. Improvements had been made, but further improvements were required to ensure these were embedded. The provider and management team were committed to learn and continue to further make improvements to the care home.