Royal Court 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

Since our last inspection a new management team had been introduced. People, relatives, staff and partners were positive about the changes made and told us the home was now clean, homely and had a more relaxed and welcoming atmosphere. Staff had worked to embed positive changes and governance systems now in place were effective in ensuring people received safe care. Staff told us the morale and culture within the team had improved and they had confidence in the new management structure.

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.

Staff felt supported in their roles and received regular supervisions and appraisals. Staff told us the culture within the team was much improved. A staff said, “Staff are happy, it has improved loads.” Staff and partners told us the manager was present in the service. A staff said, “The manager is nice, they are around and come and speak to people.”

The management team were working with staff, people and their loved ones to develop the services visions and values. Results from a recent staff survey evidenced the morale within the team had improved and staff felt happier.

Staff told us they had confidence in the new team and those changes had improved the service. A staff said, “The new manager is absolutely brilliant, the operations manager is fantastic, very knowledgeable.” Another staff said, “If you don’t understand things, the manager explains things for you.” During our inspection it was evident the leadership team were knowledgeable and dedicated improving the quality of care people received.

Since our last inspection the provider had implemented a full new management team, including a registered manager, deputy manager, quality lead and operations manager. The manager conducted daily walk rounds, which covered a range of checks to ensure the service and staff team were operating effectively. Regular staff meetings were in place and discussions were held about peoples care and safety, such as any recent falls or safeguarding concerns.

Staff told us they felt comfortable to report concerns to the new management team, and were now confident action would be taken. Staff told us the registered manager was approachable and fair. A staff said, “I have never had to report anything but could go straight to the manager if I needed to. People are kept safe.” Another staff said, “All the managers are fair and supportive, I can report things.”

Systems were in place to inform staff about how to whistle blow on poor practice. Staff could raise concerns or suggestions through a number of channels, such as supervisions, surveys, staff meetings and a suggestions box.

Staff told us they were happy working at the service and no one had been subject to any form of discrimination. All staff were supported to develop their knowledge and skills, since our last inspection various training courses had been implemented for staff.

Policies and procedures were in place in relation to promoting staff equality and diversity. Systems were in place to ensure staff felt valued. Staff were encouraged to be open and raise concerns.

Staff told us the management team made regular checks around the service, including their practice. A staff said, “I have tasks to complete, when I have done them the manager checks I have completed them properly, that is what a good manager does.” Staff told us governance systems had been effective in changing the service for better.

The provider had developed systems and processes to monitor the service since our last inspection. This included daily flash meetings, quality monitoring visits and various auditing systems. Audits covered a range of areas, including medicines, IPC, H&S, and records. New governance systems were effective in recognising shortfalls and making the required changes. The service was visited regularly by the nominated individual and the quality lead.

People and relatives told us the home had improved and they were happy with their care and support, they also told us they were happy with the environmental changes and that cleanliness had improved. A relative said,” The home has definitely improved since the new manager has been here. It feels a lot nicer. The staff morale is better and there is a better feel to the place and it’s cleaner.” One person said, “I am quite happy with the way it is here. I would tell other people to come and stay here.” And another said,” It’s definitely better run now and more efficient.” Community inclusion had improved, a MacMillan coffee morning was planned, and a compliments tree was available in the reception area, to allow visitors to give positive feedback.

Lessons learned and quality improvements were shared with staff through meetings and supervisions. Staff told us supervisions were useful and supportive. A staff said, “I find supervisions beneficial and informative.” Another staff said, “Supervisions are useful, it allows leaders to inform us if we need to do something better.”

We received positive feedback from partners who worked with the service, they told us the service was now well led, communication and the overall care had improved. They also said the atmosphere in the service was more homely and relaxed and we found the service to be more relaxed and welcoming since our last inspection. A professional told us,” The home has improved so much with the new manager. We do a weekly ward round and staff call us to discuss any new referrals.”

The management team worked closely with professionals and stakeholders to improve the service. There had been recent quality improvement visits undertaken by the Local Authority and the manager shared their ongoing action plans with them regularly, to evidence improvements were ongoing and had been sustained.

The management team were passionate about sustaining the overall improvements made since our last inspection and continuing to improve the quality of care people received. A service improvement plan was ongoing and evidenced action had been taken to address concerns found at our last inspection.

Since our last inspection staff had worked closely with the local authority to make improvements required at the service. The management team had shared their ongoing action plan with the local authority on a regular basis to ensure the quality and safety of the service could be monitored and continuously improved. Feedback surveys were undertaken for people, relatives and staff. These could be further improved by collating this information and evidencing what action was taken as a result of the surveys.