Kingly House

On this page

• Overview
• Person-centred Care
• Care provision, Integration and continuity
• Providing Information
• Listening to and involving people
• Equity in access
• Equity in experiences and outcomes
• Planning for the future

Responsive – this means we looked for evidence that the service met people’s needs. At our last inspection we rated this key question requires improvement. At this inspection the rating has changed to good. This meant people’s needs were met through good organisation and delivery.

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 service made sure people were at the centre of their care and treatment choices and they decided, in partnership with people, how to respond to any relevant changes in people’s needs. People’s care was assessed and planned to represent their individual needs. Where people’s needs changed staff worked in partnership with healthcare professionals and family to consider care and treatment options. A health professional told us, “[Peoples’] care plans are thorough, and patient centred.” Staff supported people to maintain their relationships with their partners and families, a family member told us, “For our wedding anniversary they cooked me a meal as well and we had it together.”

The service understood the diverse health and care needs of people and their local communities, so care was joined-up, flexible and supported choice and continuity. People’s care was coordinated; staff ensured the health teams had the appropriate and current information they needed to discuss people’s care at their multi-disciplinary meetings.

The service supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs. People’s communication needs had been assessed by the occupational therapist and staff had this information to refer to and use. For example, staff supported a person to understand their care plan but knew that although they required information in large print, the person preferred their family member to read it out. People who were unable to communicate using speech, had photographs of rooms in the home, or places they liked to go, alongside key words and phrases they could indicate their needs to staff.

The service made it easy for people to share feedback and ideas, or raise complaints about their care, treatment and support. They involved people in decisions about their care and told them what had changed as a result. A person had told staff they felt staff did not have enough time to talk to them, so staff ensured time was set aside every day to spend time with them talking. Where relatives had raised a complaint, these had been managed using the complaints procedure and staff had learnt from these and made changes to improve the service. However, the registered manager did not always effectively feedback that the changes had been made, or the issue had been resolved . The registered manager told us they would use this feedback to improve their communication with relatives.

The service made sure that people could access the care, support and treatment they needed when they needed it. Staff had advocated for people to get the health assessment and treatment they required when their health had deteriorated, overcoming barriers to accessing care.

Staff and leaders actively listened to information about people who are most likely to experience inequality in experience or outcomes and tailored their care, support and treatment in response to this. Staff were appointed as equality, diversity and inclusion champions to meet, discuss and promote the provider’s equality, diversity and inclusion strategy and how they were to embed this into every aspect of the service. For example, staff had sources activities such as pottery for the sight impaired.

People were supported to plan for important life changes, so they could have enough time to make informed decisions about their future, including at the end of their life. People’s future care preferences were recorded and shared with external professionals to enable timely symptom control and family involvement. Staff had arranged for a funeral director to visit the home to speak with people and their families about their wishes and future arrangements.