Kingsway View 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

There was inclusive and positive culture at the home. Leaders supported staff and collaborated with partner agencies to deliver care that is safe, effective, and person-centred. Governance and management systems were effective in identifying and implementing improvements. Staff were supported in day-to-day job and were encouraged to speak up and raise any concern.

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.

Leaders and staff shared the same vision of promoting people’s independence, respecting privacy, and encouragement to maintain social life. Leaders encouraged staff to be open and transparent when they made mistake. Staff promoted equality, diversity, and human rights, and they prioritised safe, high-quality, compassionate care and there were policies and procedures to support that. Staff at different levels confirmed they had access to and understood the provider’s Mission Statement and Values.

Provider developed range of tools to promote equality, diversity, and human rights. For example, a referral tracker that provides evidence that people regardless of diagnosis/condition/ protected characteristic were not discriminated against. There was Equality and diversity policy in place that staff confirmed they had access to. Provider monitored staff compliance with the policies by completing a quality audit.

Leaders had relevant experience and qualification to manage the service. When shortfalls in leaders’ skills were identified, the provider took prompt actions. Staff were complementary about the leaders and confirmed they were approachable, visible and led by example. The comments included “Home manager is fair and approachable. We have morning meetings where we can talk about any concerns we have got;” “The manager is very fair and approachable, best manager I have worked with.”

Leaders were recruited safely and had the opportunity to progress and develop. One staff said, “I am working towards further qualifications, and I have all the support I need to help me progress with my career.” There was a clear structure of staff with clearly defined roles and responsibilities.

Staff said they felt confident to speak up and would be listened to if they raise concerns.

A whistleblowing and duty of candour policy was in place to guide and encourage staff to raise concerns and admit if things went wrong. When concerns were raised, leaders recorded and reported them appropriately as well as completed an internal investigation.

Staff felt treated fairly and raised no concerns about discrimination in the workplace.

An Equal Opportunities Policy supported the principles of Equality Diversity and Inclusion. Leaders reviewed the culture of the organisation in the context of the policy. They used information about staff physical, mental health, or disability status, to ensure staff’s health and safety in the workplace and to assess staff fitness to work, to provide appropriate workplace adjustments, monitor and manage sickness absence and to administer benefits. There was multicultural diverse staff group working at home that were representative of the population of people using the service.

Staff understood their role and responsibilities. Managers could account for the actions, behaviours, and performance of staff. The service supported people on three different floors, and people had different level of needs on each floor. For example, one floor was designated for people who lived with dementia. Each floor was managed by a manager and additionally there was another manager for the whole home who was in the process of applying for registration with the CQC. Having a manager on each floor allowed the leaders to have a thorough understanding of people’s needs and ensuring that staff know people well.

Provider had clear and effective governance, management, and accountability arrangements. Systems on submitting data and notifications had improved since the last inspection and were now efficient. Consequently, notifications were consistently submitted to external organisations as required. There was confidentiality policy and training for all staff to guide them on how to maintain confidentiality of data, records, and data management systems. Provider had contingency plans in case of unexpected events, such as adverse weather conditions or infection outbreaks.

People felt their care and support was well integrated.

Staff worked in collaboration with external stakeholders and agencies, including the CQC and the Local Authority to ensure the best outcomes for people. For example, when safeguarding incidents occurred, they were reported to the appropriate agencies to be investigated. Leaders learnt lessons and shared feedback with staff to promote service development. Staff worked well together as a team. Comments included, "I love the teamwork that we have got here. We just want to make them happy; we have good relationships with families;” "We have a district nursing team that come in, part of the family.”

We received positive feedback from partner agencies about how staff work with them. For example, speech and language therapist told us, “The staff are always helpful and implement our advice.”

Leaders had effective referral process to ensure that people received support in a way that is joined up. For example, people who were more likely to experience falls were referred to falls team.

When areas for improvements were identified by leaders, prompt actions were taken to address them. For example, when audit identified that staff did not always receive regular supervisions, changes were made, and the task was delegated to care managers. Since the change took place, staff received regular supervisions which allowed for learning needs to be discussed. Staff comments about included, “Anywhere can improve so we are willing to have feedback on what we can do.”

There were effective processes to drive improvements. For example, when audits of different aspects of the service were concluded, areas of improvement were cascaded to the Service Improvement Plan. Leaders involved external agencies, staff, people and their relatives in the development and improvement of the service. Their feedback was encouraged and welcomed. We saw how lessons were learnt, and improvements were made as a result of the feedback.