Kingland House Residential 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

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 assessment we rated this key question good. At this assessment the rating has remained 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 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 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 had a clear vision for the service. Everyone understood the shared values and direction of the service, the registered manager’s vision was clear to all. The registered manager had an ‘open-door’ policy in place and people, their relatives and staff told us they were accessible. There was a strong emphasis on teamwork within the service and everyone was working towards the same goals. There were clear processes in place to ensure continual improvement. The service actively sought the views of people and their families through individual meetings, surveys and telephone calls.

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. People, their relatives and staff were complimentary about the leadership of the service. The registered manager had the right knowledge, skills, and experience to lead the team. Supported by a strong management team, everyone we spoke with had the same opinion, they were reliable, approachable and efficient. Some of the comments included: “The management is very good”, “The registered manager is nice, they listen to us, they are very good and if they can do something she will”, “The registered manager [name] is lovely, always there to listen if you have a problem. I love working here”, “The best thing is the management team and registered manager [name] is very supportive” and “The registered manager [name], and management team are amazing. They give you peace of mind, it’s fabulous.”

The service fostered a positive culture where people felt they could speak up and their voice would be heard. Staff knew how to raise concerns and speak up. There were various channels available to staff both within the service, for example through the provider, and to external agencies such as the local authority. Staff were confident in the registered manager and management team to address any problems they had. They told us the registered manager was approachable, and this was confirmed by people and their relatives.

The service valued diversity in their workforce. They work towards an inclusive and fair culture by improving equality and equity for people who work for them. Staff told us they were happy and felt accepted by their colleagues and the registered manager. People and their relatives told us Kingland House Residential home was a happy place to be, they said this was due to the staff, the atmosphere, environment and the management team. Policies and procedures were in place and incorporated all aspects of recruitment and staffing such as retention plans, equality, diversity, fairness and protected characteristics. The policies underpinned acceptable practices within the home which was reinforced by staff training.

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. Leadership and oversight were visible, this included checks carried out on behalf of the provider. Governance and oversight were robust. Comprehensive audits and checks were in place to identify areas for development. The registered manager 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. All audits and checks produced an action plan if necessary and these had clear timescales for completion. The registered manager told us they had an overall service improvement plan which was ongoing.

The service understood their duty to collaborate and work in partnership, so services work seamlessly for people. They share information and learning with partners and collaborate for improvement. Partnerships with external organisations were well established with the service. The location of the service was within walking distance of the town centre, local parks and recreational areas. People, their relatives and staff told us they continually made good use of their local community. The continued to make and establish relationships and a vital part of the local area.

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. The registered manager told us about the ways in which they were continually looking to enhance the service. The provider had oversight of the service and undertook their own internal audits and checks to ensure safe operation of the service. Overwhelmingly feedback about the management of the service was positive. The registered manager was confident they had safe systems and worked well as a team. They understood the importance of continual improvement within the service. The registered manager was confident their systems, processes and their own responsibilities to provide effective oversight of the service.