Kimberley 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 a positive and inclusive culture at the service. People, relatives, staff and external professionals felt the service was well run. People felt valued, listened to and included. A relative commented, “Communication is good throughout, they do a very good job communicating.” A professional told us, “If it was my parents, I would be very happy for them to be looked after here.”

All the staff we spoke with told us they felt supported and listened to by both the manager and deputy manager. Their comments included, “I enjoy working here” and “The management team are supportive and will help out.”

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 had worked in the home for over 30 years and knew the building, staff, people and the relatives well. One person’s relative told us, “I feel that I can walk into their office and have a chat.”

Team meetings provided staff the opportunity to understand any planned changes within the home, discussed best practice and shared what was working well and any challenges.

The leadership of the home ensured people experienced high quality care that was evidence based and from staff that are calm, confident and competent to carry out their role, in a kind and caring manner.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. A member of staff told us “I am very confident speaking with management. I will raise concerns and always well received”.

The provider had processes which supported people, relatives, and staff to speak up about any concerns within the organisation. The registered manager told us they welcomed people, staff and visitors to raise concerns with them.

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who worked for them.

Staff told us they were treated well and supported equally by the management team. The provider had processes to encourage an inclusive culture and optimise staff wellbeing. Any issues were discussed in handover, team meetings, supervisions or as they arose, because the management team were readily available and supportive with their staff.

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.

There were systems to support the registered manager to identify and address quality concerns and risks to the organisation. The provider had different teams available to support the manager including HR, health and safety and a district manager who visited the service regularly.

The registered manager had undertaken quality checks which included reviewing incidents and accidents and medication. Outcomes from these audits were discussed and actions were entered onto an action plan to address the areas required. This action plan was accessible to the wider organisation and monitored to ensure timely completion.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement.

There were effective processes to ensure partnership working with people, relatives and health professionals was maintained to improve people's experiences, health, and wellbeing. The registered manager told us, “We work closely with health professionals.”

The registered manager told us their plan to turn one room into a ‘sensory room’ and had reached out to local charities for support.

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.

Leaders ensured they continued to learn and improve their services. Best practice and examples of what had worked well were shared amongst the team and during the monthly managers meetings. The registered manager told us they received regular updates from the executive team which was shared.