The Royal

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 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 requires improvement. At this assessment the rating has changed to 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. The management team had a clear vision for the care home where people received good quality care personalised to their needs. The registered manager demonstrated values of kindness, understanding and empathy. One person told us, “[The care home] is fairly well managed and well organised.”

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 very knowledgeable about people and their needs. There was a culture of calm and positivity through the care environment developed and modelled by a capable management team. The provider offered good support to the registered manager and the management team to ensure they were able to deliver care and support to their fullest potential. A relative told us, “I know the registered manager, I can speak to them. I have not raised any problems. They are lovely and come to talk to you. They are always around.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. There was a culture of openness in the care home with accessible opportunities for people and members of staff to raise concerns, ask questions and provide feedback. Members of staff had access to the whistle-blowing policy in the employee handbook.

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. Members of staff were treated fairly and equitably. They were supported with training, supervision and flexible rotas. There were no concerns raised about equality and diversity from the workforce.

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 management team carried out daily walkaround checks and reviews throughout the care environment to monitor safety and quality of care and support. The registered manager completed comprehensive audits and reviews which were discussed and monitored by the provider. This ensured there was a system of accountability and a focus on continuous service improvement.

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. The management team had a good understanding of the local community and there were good partnerships in place with local health, care and community services.

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. There was evidence of a learning culture in the organisation. Members of staff were encouraged to develop skills through training opportunities.