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

We assessed 7 quality statements in the well-led key question and found areas of good practice. There were clear and effective governance, management, and accountability arrangements. Staff understood their role and responsibilities. Managers accounted for the actions, behaviours, and performance of staff. The systems to manage current and future performance and risks to the quality of the service took a proportionate approach to managing risk that allows new and innovative ideas to be tested within the service. Data or notifications were consistently submitted to external organisations as required. There were robust arrangements for the availability, integrity and confidentiality of data, records, and data management systems. Information is used effectively to monitor and improve the quality of care. Leaders implemented relevant or mandatory quality frameworks, recognised standards, best practices, or equivalents to improve equity in experience and outcomes for people using services and tackle known inequalities.

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 told us they were going through a transition period as a new provider had taken over the home. Staff aware of the vision and values of the provider and how these needed to be achieved.

The management team were in process of moving all processes, policies, and procedures to meet the new providers vision and values. This did not have any impact on the people living at the service as staff had always ensured people received good quality care.

Staff told us the management team were capable, compassionate and inclusive leaders. The management team were suitably skilled and had experience and knowledge to manage the service well. The management team were passionate about ensuing people and their staff were well supported through good leadership.

The management team were experienced and capable which provided a well-led service. The provider had clear systems and processes for their management team to follow and ensured they had oversight of the service. The provider had a management team who were in place to support the registered manager by completing audits of the service to further improve the care and support people receive. The management team demonstrated throughout our assessment that they were capable, compassionate and inclusive leaders. For example, the team were honest, open, and transparent with the inspection team and where risks where identified, immediate action was taken because they understood and cared about the risk to people.

Staff told us they had the freedom to speak up without any concerns or comeback. They told us they were confident the management team would take action. There were clear policies in place for staff to refer to in relation to whistle blowing and raising concerns. These detailed what action would be taken and assured staff all concerns would be addressed and taken seriously.

There were clear policies in place for staff to refer to in relation to whistle blowing and raising concerns. These detailed what action would be taken and assured staff all concerns would be addressed and taken seriously.

Staff told us they were treated fairly and felt all staff had equal opportunities. The management team told us they had an open-door policy. There was always a manager visible within the care home to ensure staff could raise anything if needed.

The provider had clear processes and procedures in place to ensure they were working inline with the required legislation and ensured people’s and staff human rights were met. Staff were fairly recruited and treated. Staff had completed training in equality, diversity, and inclusion.

The management team were able to explain their processes and systems in place to ensure they had an accurate oversight of the service. The management team told us they met weekly with staff from all roles to discuss any concerns or risks and a plan on what action needed to be taken and by whom.

Kings Court was well-led. There was a strong and robust management structure in place to ensure the service had a manager 7 days a week. There was also an on-call system if staff needed management support at any time there was not a manager, such as nights. We found there were clear and effective systems and processes in place to ensure the management team had oversight of the service. There was an accident, incident and falls analysis in place. This meant the provider had the systems in place to identify themes and trends to inform them how to improve support and safety for people. There were management audits of medicines, infection control and care plans which meant the service had effective oversight, ensuring people were not placed at risk. There were clear records in place to show what action had been taken when concerns or risks had been identified and when the action was completed and by whom. The management team had ensured they reported notifiable incidents to the CQC as required by law.

People and relatives told us they were aware staff worked in partnership with other agencies to meet people’s needs. No one raised any concerns about access to other health services.

The management team told us they had a strong partnership with health professionals to ensure people’s needs were met such as the GP, district nursing team and Pharmacist.

We did not receive any feedback from partner regarding this quality statement.

The provider had policies and procedures to ensure information was effectively shared with appropriate agencies. For example, with the local safeguarding team. The Local Authority had completed a visit, and the management team actioned all their recommendations and actions.

The management team had a focus on continuous learning, innovation, and improvement. The management team demonstrated a strong understanding of ensuring people and their relatives were involved in reviewing care and support to make any necessary changes or improvements.

There were systems in place to ensure the ongoing review of quality and where to make improvements where required. The management team actively listened to and engaged with people, relatives, and staff to learn and make improvements.