Kingly House

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 inspection we rated this key question requires improvement. At this inspection the rating has changed to good. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care.

This service scored 79 (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 had a shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities. The registered manager promoted a collaborative, holistic and kind culture for people to receive care that would enable them to live their best lives. Staff were invited to talk about these values at their appraisals. A member of staff told us they were changing people’s key worker to ensure staff were matched well with each person, they said, “People choose who they would like [to be their key worker].”

The service had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty. The registered manager had recognised the need to change the way staff were trained, supported and listened to and had made these changes over the last year. The changes had taken time to embed, and people were beginning to see the impact of the improved working practices and culture as people were receiving consistently safe care. The registered manager told us, “I have such a fantastic team.”

The service fostered a positive culture where people felt they could speak up and their voice would be heard. Staff received information on how they can raise any concerns. The registered manager had installed a suggestion box if staff were not confident in talking and the provider had a speak up guardian in place to support staff.

The service strongly valued diversity in their workforce. They had an inclusive and fair culture which had improved equality and equity for people who work for them. The registered manager made reasonable adjustments to support disabled staff to carry out their roles well. Staff shift patterns were adapted to fit in with childcare. The registered manger focused on hearing the voices of staff with protected equality characteristics and those who could be excluded or marginalised, or who may be least heard within their service. Staff felt empowered to raise ideas and opinions directly or in team meetings; they were confident that their concerns and ideas would result in positive change.

The service had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support. They act on the best information about risk, performance and outcomes, and share this securely with others when appropriate. The registered manager had improved the service through regular audits and working through their service improvement plan. The provider had regular oversight of the registered manager’s progress.

The service clearly understood and carried out their duty to collaborate and work in partnership, and services worked seamlessly for people. They always share information and learning with partners and collaborate for improvement. The registered manager had increased the number of people living in the home with Huntingdon’s disease (HD); working with the local multi-disciplinary team (MDT) they had established a very good working relationship. The lead of the MDT described how the registered manager and staff worked with them; “We are extremely happy with Kingly House as a residential placement for our HD patients . The management team is brilliant especially [registered manager] and also their area manager. Overall, an excellent home (the best we have had so far in Leicestershire owing to their robust leadership and managerial input) which we are more than happy to recommend to our other HD patients following discharge from hospital.” A relative told us, “The staff have exceeded my expectations. They have a young caring group, they are lovely natured people. I feel relaxed about [Name] being here. I couldn’t wish for better, the way [Name] is there they are relaxed and their mood is very good.”

The service focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contribute to safe, effective practice and research. A health professional said, “They are open to our ideas for improving situations for our patients and are themselves creative in looking at new and pragmatic ways to improve the care being given.”