Kings Court

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

The provider had now assessed, monitored and mitigated the risks relating to the health, safety and welfare of people. Policies and procedures were in place to ensure staff understood their roles and could carry them out safely and effectively. Any complaints were thoroughly investigated and lessoned were learned. The registered manager had a clear vision for the service and had plans to redecorate the home. The registered manager told us the home was inclusive and caring and supported staff. Staff told us the registered manager was supportive and they felt part of a close-knit team.

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 part of a close knit team and were confident in the manager’s choices. When asked what they did well, staff told us "I love the connection we create with the residents. It's not about [tasks] we engage with residents, we create that relationship with the residents." The registered manager told us, “Our vision is we need to move from a clinical home to be a more homely home. There were white walls everywhere before, so we are trying to move on from that, yellow on ground floor with purple handrails. We asked people what they would like.”

Staff were kept informed and engaged with changes at the home via regular staff meetings. The registered manager had created an action plan to follow to improve care at the home. A newsletter was created for people and families to ensure they were able to see what was happening at the home.

Staff told us they had good support from the leadership at the home. Staff said the teamwork was good and the home felt like a family. One staff member said it was better than other places they had worked. Staff said, "The managers give good support." and "It's like it's my family."

The registered manager worked some weekends as a way of staying ‘part of the team’ and to ensure he understood any issues staff might be facing. Staff meetings were held to ensure staff were included in any changes at the home and to give them a chance to speak to the manager about any issues or suggestions with care or the home.

Staff told us they were confident to speak up about concerns and they had numerous opportunities to speak up if needed. The registered manager told us he had an open door policy for staff to visit and speak to him at any time.

There were whistleblowing and safeguarding policies in place and staff understood both the responsibility they had to use them, and how to use them.

The registered manager said that mental health and wellbeing were a regularly discussed topic since COVID-19 to ensure staff did not experience burn-out. The home was proud to be inclusive and supported both staff and residents to practice religion if necessary. The registered manager said the staff team was quite multicultural and everyone was respectful.

Staff completed equality and diversity training as part of their induction and then annually. Posters in the home highlighted organisations that staff and people could utilise if they felt they needed extra support around issues of sexuality.

The provider was supportive and the registered manager told us he could contact the provider at any time. Staff understood their roles and responsibilities and when to ask for help.

There were policies and processes in place and the registered manager carried out regular audits to ensure they were being followed. An action plan was in place to improve care at the home. The registered manager was training staff in better team work and leadership, using team building exercises. Staff had an induction which includes information on roles and responsibilities.

People could identify the registered manager although none knew his name. However, there was clear recognition of him from people when he walked around the floor. One person said, “Yes, I do know him. We see the manager every day when he walks through.” People confirmed that residents’ meetings took place and any suggestions were listened to and acted upon.

The registered manager told us how they worked with other healthcare professionals to ensure continuity of care. Community matrons visited the home regularly and were able to assess people following their admission to the home from hospital. Staff were able to speak to the local falls prevention team if they had any worries about people’s mobility. There was also access to the tissue viability team, dieticians and other specialist services if necessary.

At the last visit by the local authority Quality Assurance and Market Support Team there were no concerns. They spoke to the registered manager about training to ensure staff understood the risks to people’s skin when they had diabetes.

Policies and procedures were in place to ensure information was shared with other health care professionals, and to ensure that information from other professionals and services were included in the person’s care plan at the home.

Staff had training at induction and this continued via both mandatory and extra training that staff could request. Staff were happy with the kevel of training they received and felt confident to ask the registered manager if they needed any extra learning. Staff said the management encouraged them to complete local authority learning modules to increase their knowledge.

Complaints were thoroughly investigated by the registered manager who responded in full to people or family who had concerns. Staff were reminded at handover and staff meetings of any improvements needed for better care.