King Charles 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

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 provider 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.

There was an obvious culture of providing care and support in a person-centred, caring environment. The atmosphere was positive, staff appeared relaxed and were smiling and friendly when they spoke with people or assisted them with any tasks.

People, relatives, staff and external professionals felt the service was well run. People felt valued, listened to and included. Relatives explained they felt communication was very good and the management were very approachable.

The provider 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 was highly visible in the service. They demonstrated a commitment to compassionate, inclusive practice. Staff were highly complimentary about the registered manager who they described as, ‘supportive’ ‘great’ and ‘approachable.’ People and relatives were also complimentary about the managers within the service, commenting, “The running of the home is exceptional” and “Managerial staff take notice”.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

Staff told us they felt able to raise concerns or ask questions at any time.
The registered manager spoke daily with both people using the service and immediately acted on any minor issue or concerns reported. Annual surveys were completed and provided an opportunity to formally record their feedback.

The provider valued diversity in their workforce. They had an inclusive and fair culture which had improved equality and equity for people who worked for them.

The staff team was diverse, and staff came from different backgrounds and cultures. Staff from all cultures said they worked well together as a team. A member of staff from overseas told us they had not experienced any discrimination at work and were treated fairly.
Additional support was offered to staff experiencing personal challenges, including flexible working arrangements. Staff were encouraged to develop professionally.

The provider 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 acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

The service policies and procedures accurately reflected how support was provided. Monthly audits were completed so any gaps, themes or areas for improvement could be identified. Business continuity plans outlined information and guidance for use in the event of an emergency
The registered manager ensured accurate care records were maintained and prompt referrals for support made when required. Additional procedures were introduced to ensure the environment was monitored and actions taken to ensure safety.
The provider had submitted statutory notifications to CQC as required.

The provider clearly understood and carried out their duty to collaborate and worked in partnership, and services worked seamlessly for people. They always shared information and learning with partners and collaborated for improvement.
Care records showed external health care professionals were involved in people’s care and that necessary health checks had been completed.
Feedback from external professionals was consistently positive, they reported being contacted appropriately when concerns were identified relating to people’s well-being. They told us any advice was recorded and acted upon.

The provider 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 contributed to safe, effective practice and research.

The service actively sought feedback from people, their families and staff through surveys and regular meetings. People were complimentary about the manager and their approach. A person and their relative told us, “If we had worries we could talk to [registered manager] or staff – [registered manager] listens and will also put it right, they are a great manager.”