Kings Court Care Centre

On this page

• Overview
• Assessing needs
• Delivering evidence-based care and treatment
• How staff, teams and services work together
• Supporting people to live healthier lives
• Monitoring and improving outcomes
• Consent to care and treatment

Effective – this means we looked for evidence that people’s care, treatment and support achieved good outcomes and promoted a good quality of life, based on best available evidence. At our last assessment we rated this key question good. At this assessment the rating has remained good. This meant people’s outcomes were consistently good, and people’s feedback confirmed this.

This service scored 79 (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 made sure people’s care and treatment was effective by assessing and reviewing their health, care, wellbeing and communication needs with them. People and their relatives told us they were asked to provide information about people’s likes, dislikes, and life history. Leaders told us how they met with the person, and information was gathered from a range of sources to assess whether a person would be suitable for the service. Leaders explained that when a person moved into the service, they arranged a meeting with the staff to ensure they were fully aware of the person’s needs.

The provider planned and delivered people’s care and treatment with them, including what was important and mattered to them. They did this in line with legislation and current evidence-based good practice and standards. The provider used widely recognised evidence-based tools to assess whether people had any risks, such as the Malnutrition Universal Screening Tool (MUST) to assess whether a person was at risk of malnutrition. The information from these assessments was transferred to people’s support plans with information about how to manage these risks, and these assessments were regularly reviewed to ensure they remained relevant.

The provider always worked well across teams and services to support people.

Leaders explained how they had worked closely with the Speech and Language Therapy (SALT) team to improve a person’s communication. They told us, “The lifestyle [activities] team, with [person’s] help, created a folder that supports her communication on days when she struggles to express herself.” Leaders explained how this had had a positive impact on the person, as staff were able to meet the person’s needs better, which reduced anxiety for the person. We observed this being used effectively during our onsite visit.

Relatives told us about examples of how staff worked quickly and effectively as a team to improve people’s health and wellbeing. One relative told us, “Yesterday, I stuck my head out and said something’s not right. Straight away a carer came in to check. Then the nurse popped in. If we have any concerns, we are listened to. Because of our concerns [person] is on the GP’s list.” Staff told us they worked well together and with healthcare professionals.

During our onsite visit, we observed staff supporting each other to achieve good outcomes for people. Leaders provided a recent example of where the staff had worked well with another service under the same company. They explained, “We are currently undergoing a major refurbishment of our basement area, which includes the laundry and kitchen. While this has been a challenging time, our team has pulled together with a shared goal to improve the environment for both residents and staff. To ensure continuity of care, we’ve partnered with our sister home to manage laundry services. This collaboration has meant that residents have not been affected, and staff morale has remained high thanks to open communication and shared problem solving.” We observed these staff teams working effectively together during our onsite visit.

The provider supported people to manage their health and wellbeing to maximise their independence, choice and control. Staff supported people to live healthier lives and where possible, reduce their future needs for care and support. Leaders told us they promoted healthier lives by arranging music therapy and pet therapy sessions, and cultural and social activities to promote inclusion. The manager told us, “Music therapy, pet therapy, and inclusive cultural and social activities play a vital role in promoting healthier, happier lives for the people we support. These activities are not only enjoyable, they are therapeutic and deeply beneficial to emotional, mental, and even physical wellbeing”, and, “We believe that a holistic approach to care one that the mind, body, and spirit is essential to supporting healthier lives. These therapies and activities are a key part of how we deliver compassionate, person-centred care.”

Leaders also told us they provided freshly cooked meals tailored to individual dietary needs and support for weight management. People and their relatives told us the service supported people’s health and wellbeing. One relative told us, “[Person] is eating fine, he is eating everything, including vegetables, which he never did before. If he needs help, they help him.” Another relative told us, “[Person] is eating well and seems to be enjoying the food and is eating better than they have done for years.”

The provider routinely monitored people’s care and treatment to continuously improve it. They ensured that outcomes were positive and consistent, and that they met both clinical expectations and the expectations of people themselves. People and relatives told us people’s health and wellbeing were consistently monitored. A relative told us, “They could not have been better at monitoring her sugar levels which are at, where they are supposed to be.”

Throughout the inspection, we were told of many examples where the service had supported people and improved outcomes for people. For example, one relative told us, “‘The staff are amazing, just so caring. When [person] came here, he was not communicating, now he is chatting away to anybody.” Another relative told us, “[Person] was previously on end-of-life care but it didn’t happen because it’s so good here.” We asked leaders to explain how they supported the person to achieve this.

Leaders told us, “We have got several success stories and fortunately we had several people coming to live with us who improved in their well-being… For example, we had a resident moving to us [2 years ago] as end of life, the doctors in hospital gave her 6 weeks to live. She is still with us, and family visits her daily.” Leaders told us they worked with people’s family and healthcare partners in creative ways to improve their wellbeing. For example, the manager told us they moved this person to a different area of the home where there are more people and with the help of the occupational therapy team, encouraged the person to sit in her recliner chair. Leaders also explained how they encouraged people’s family to come and sit with them at mealtimes and eat together.

We saw another compliment from a relative where they thanked staff for how they had improved a person’s health and wellbeing during their time at the service. The relative wrote, “Thanks to the quality of care [person] received she was much happier and healthier for the majority of her stay at the care home. I was also made to feel welcome and was given lots of support.” We saw people received regular care which included monitoring checks.

We also saw feedback from a healthcare partner praising the service for how they had supported a person who spoke a different language to settle into the service.

The provider told people about their rights around consent and respected these when delivering person-centred care and treatment. People told us staff asked for their consent before supporting them and we observed this during our site visit. People had the appropriate documentation in place to ensure those who lacked capacity were protected from decisions being made against their wishes.