Kelstone Court Nursing 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.

This is the first assessment for this service since it registered under a new provider.

This key question has been rated 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.

Feedback from people and relatives indicated there was a good culture within the service.

Staff understood people had a right to be treated equally and fairly, and to receive care and support that met their specific needs. For example, staff confirmed people had the right to choose the gender of staff who provided their intimate personal care.

Staff were also aware of people’s diverse spiritual and cultural needs and wishes and knew how to protect them from discriminatory behaviours and practices.

Staff expressed being generally happy working at the care home. One member of staff told us, “It’s a great place to work. The managers are excellent, the new managers really look after us.” Another said, “Good teamwork here.”

A healthcare professional said, “[The registered manager] is extremely knowledgeable about each and every resident – and quietly gives families confidence that the member of their family living there will be cared for individually, respected, and have their needs attended to by himself and his team. I have a lot of respect for his sincerity and management style, and he is always available and approachable to residents, their families and outside professionals.”
 

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 feedback we received from people about how the service was managed was positive. People, staff and relatives told us the registered manager was accessible and approachable. Comments included. “I can’t speak highly enough of him (the registered manager). He’s very good, has a great relationship with the families.”

Staff were also positive about the leadership approach of the registered manager and directors who they consistently described as warm, friendly and engaging. One staff said, “[The registered manager] is hands on, he helps out a lot. He’s not afraid to get his hands dirty.”

A healthcare professional said, “Kelstone Court is a professional, comfortable, well managed.”
 

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

Managers encouraged a culture where people living in the care home, their relatives, external health and social care professionals and staff were encouraged to provide feedback.

People told us they felt comfortable raising concerns with the managers and felt listened to.

The provider used a range of methods to gather people’s views. This included regular meetings with people living in the care home, relatives and staff.

The provider also held meetings with relatives and next of kins where they were provided with updates about the service and were also given an opportunity to ask questions.

Feedback surveys were completed by relatives and staff. The results of these indicated both staff and relatives were happy with the quality of service.
 

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.
The staff team were diverse and were provided support through relevant training and supervision to inform their knowledge and understanding of equality, inclusivity and fairness in the workplace.
 

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 was a monthly audit schedule in place which was comprehensive in scope covering incidents and accidents, care plans, medicines, training and supervision, health and safety checks other areas.Regular engagement with staff took place, including group and supervision meetings.
 

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.

Managers and staff told us they worked closely with various external health and social care professionals and bodies who they regularly consulted and welcomed their views and advice. Comments included, “Social Care colleagues when placing with Kelstone Court have not experienced any issues or concerns. Kelstone Court were responsive when arranging placements with them.” Another said, “I can only speak positively about the home and the working relationship we have.”
 

The provider focused on continuous learning across the organisation and local system. They encouraged ways of delivering equality of experience, outcome and quality of life for people.

Managers and staff recognised the importance of learning lessons and achieved this through regular audits.

There was an ongoing improvement plan for the service which the registered manager and director worked through regularly, ensuring any improvement ideas were acted upon.