Kingsman House 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

Leadership was visible within the home, there had been changes in staffing which had created a slight period of uncertainty, however, overwhelmingly feedback received during the assessment confirmed there were improvements in all areas of the home. Processes were in place to ensure safe operation of the home. Links had been made with external professionals and improvements had been noted. People and staff had confidence in the management of the home and felt included in decisions. The manager and provider were working on a programme of continual improvement with a whole service development plan. The home had sought external, independent audit of their practices to ensure they stayed on track. The manager had made all necessary notifications and information sharing as required.

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 provider had a clear vision for the home and this was understood by the manager and staff working at Kingsman House Care Home. They told us they all shared the same view and wanted the best outcomes for people.

There was an emphasis on teamwork and everyone working to the same goal. The manager and provider were united to support the team and work together. There were clear processes to ensure the home continually sought to improve. Managers and staff actively sought the views of people and their families through individual meetings, surveys and telephone calls. Relatives told us they were included.

People, their relatives and staff were complimentary about the leadership of the home. The manager had the right knowledge, skills, and experience to lead the team. They were respected and highly thought of by people, relatives and staff. The manager told us they were fully supported by the provider. A member of staff said, “The manager [name] has been very helpful we can go to her, and she is very understanding and nice, she has a good rapport as the manager.” Another member of staff told us, “The manager [name] is welcoming, the door is open you can always go and ask her, and she will help.”

Staff knew how to raise concerns and access support, there were clear procedures in place. Staff were consulted through individual meetings and ongoing conversations.

Staff told us they knew how to raise concerns and speak up; they were aware of the various channels. Staff were confident in the manager and provider to address any problems they had.

There were policies and procedures in place to support staff in speaking up and raising concerns. These included up to date policies in relation to safeguarding and whistleblowing. Posters displayed within the home gave staff options to contact someone outside of the home itself if they needed to raise concerns.

People and their relatives told us the staff team working at Kingsman House Care Home were a happy bunch. Staff told us they were happy and felt accepted by their colleagues and managers. The manager gave examples of where they had made adjustments for staff, such as to change work hours or location to keep their skills and knowledge. We observed staff to be relaxed and happy, interacting naturally with people and each other. The home had a vibrant atmosphere, with lots of ‘comings and goings.’

Policies and procedures were in place and incorporated all aspects of recruitment and staffing and included retention plans, equality, diversity, fairness and protected characteristics. The provider was passionate and committed to having an inclusive workforce.

People, their relatives and staff were complimentary about the leadership of the home. Relatives told us things within the home had improved within recent months. Referring to the management of the home, one relative said, “I think they’ve nailed it now; this lot seem to be settled. They’ve got it to a T.” The home had experienced some changes in staff and told us there was a period of instability. However, this had settled, and the staff team were working together with the manager. The team was established and had embedded safe and sensible ways of working.

We observed the manager and provider to have organised the home and improved systems to ensure the home operated safely. We were assured by the manager and providers understanding of where they wished to develop the home. There was a schedule of audits and checks in place to identify areas for improvement. The manager and provider had made all notifications to CQC as required by law. A notification is the action that a provider is legally bound to take to tell us about any changes to their regulated services or incidents that have taken place in them. An overall home improvement plan was in place and developed further during our assessment to provide a framework and timescales for improvements within the home.

People told us they were included within the community, many accessing the town centre frequently. Relatives told us it was important to their loved one’s to be part of the community.

Staff and managers told us relationships with external professionals had been a focus for improvements. They told us they felt comfortable seeking support outside of the home and were positive about their working relationships.

We received positive feedback from external stakeholders and professionals who work with the home. Improved communication was key to the positivity. We were told there was a good working relationship all round.

The provider worked with the community. The home was long established and had various links with community organisations. They sought to strengthen and develop the links further. This included supporting other organisations, which had included providing meeting spaces.

The manager and provider told us about the ways in which they were continually looking to improve the home and were strengthening the ways they collected information. This included listening to feedback and being proactive in identifying shortfalls through their audits.

The manager was available to people, their relatives and staff. They understood and was confident in their own responsibilities to provide good oversight of the home.