Kings Court Care Centre

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 changed to outstanding. This meant service leadership was exceptional and distinctive. Leaders and the culture they created drove and improved high-quality, person-centred care.

This service scored 89 (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 service had a purpose and core values, and leaders encouraged staff to work to the standards they had set. Staff told us there was a strong culture of collaboration among the team. A staff member told us, “Staff are supported with training and champion roles for better care delivery.”

The provider had exceptionally 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 always did so with integrity, openness and honesty.

The service had a manager in post who was registered with the Care Quality Commission (CQC). Without exception, people, relatives and staff told us the service was well-led, and they felt listened to and involved. One staff member told us, “The leadership team has strong backgrounds in nursing, care, and hospitality. They are knowledgeable and experienced, and they clearly lead with a focus on dignity, quality, and integrity.”

We received 3 examples from relatives about how the manager had gone above and beyond to support them through difficult times, including how they supported relatives after their family member had passed away. Staff told us how the manager led by example which encouraged them to work to high standards. One staff member said, “If [the service is short staffed], the management helps the team and with the collaborative efforts of everyone, the continuity of care is provided in the care home.” Another staff said, “[Leaders] are hands on, get involved in care and offer help when needed, communicate openly, show kindness to residents and staff. This motivates us to work to the same standards.”

The registered manager understood the requirement of duty of candour. This is their duty to be honest and open about any accident or incident that had caused or placed a person at risk of harm. They notified the relevant authorities, including local authorities and CQC, about incidents where required.

The provider was exceptional at fostering a positive culture where people knew they could speak up and their voice would be heard.

Leaders fostered a culture of openness, transparency, and psychological safety, where people using the service, their families, professionals, and staff felt empowered to raise concerns without fear. People consistently reported feeling comfortable and confident in raising issues, which were addressed swiftly and effectively. An effective feedback system was in place, incorporating regular listening events, “resident of the day” one-to-one conversations, and staff team meetings.

As well as formal feedback systems, staff told us leaders sought out informal opportunities for staff to raise feedback. For example, one staff member told us, “The management team always comes and greet me in the morning and asks me if there are any concerns for me to address to them. They gave me a chance every morning to speak up and also in the [daily meeting]. I have been listened to many a times if ever I have addressed any issues.” Another staff member told us, “When I raised concerns, I was listened to and actions were taken, for example a resident’s care plan was updated when I noticed and reported they were eating less, and a loose bed rail I reported was fixed the same day. Leaders always thank us for raising safety issues and near misses.”

The manager told us, “I always appreciate when staff members, residents, families, friends and professionals give us feedback as we can improve our service by learning from our mistakes. I always lead by example and if concern is brought to me, I act immediately.” Feedback people, relatives and staff supported this.

There was a policy in place for staff which included details about an external and independent confidential reporting service if staff did not feel comfortable raising concerns internally. Although all everyone we spoke to felt confident in raising concerns directly with leaders, there was an opportunity for people to raise concerns anonymously if they wished to do so. This promoted a safe and open culture which we observed during our inspection.

The provider strongly valued diversity in their workforce. They had an inclusive and fair culture which had improved equality and equity for people who worked for them. Leaders described some of the creative initiatives they used to support inclusion. For example, a ‘Job Swap’ scheme had been implemented by the care provider where staff members swapped roles with executive team leaders to shadow them and gain insight into their responsibilities. We reviewed a document where the positive impact of this was shared with staff. This stated that the scheme has allowed them to have a deeper understanding of day-to-day challenges and successes and has strengthened collaboration with the head office and the services.

Leaders explained how the support and development offered to staff had enabled them to progress their career. We were told, “Carers are supported through Level 1–3 [care certificates and health and social care diplomas] qualifications, nurses encouraged to complete Level 5 leadership training. Additional responsibilities are offered to staff to build their confidence and skills, such as medication administration and observational opportunities like wound care.” Leaders explained, “Investing in staff development is central to our values, and we believe it directly contributes to safer, more compassionate care and a positive working culture.” Staff feedback also supported this.

Staff spoke positively about how the service supported equality, diversity and inclusion. For example, a staff member praised the support they received from leaders during personal circumstances. The staff member told us they would not be able to work for the service if they had not received this support.

The systems and processes to promote an inclusive and fair culture were in place and had been embedded in the service. For example, we saw the service celebrated different cultures in response to staff feedback. Leaders told us, “Residents and staff asked for more cultural events and celebrations. We now mark key dates like Diwali, St. Patrick’s Day, Ramadan and local festivals with themed meals, decorations, and music, which has enhanced inclusivity and joy.” We saw pictures of these celebrations where people appeared happy and smiling. Leaders also explained how they organise staff gatherings outside of work to socialise and learn about each other’s preferences and any potential barriers.

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 range of monitoring and auditing systems used by the provider, including feedback from people and their relatives, feedback from staff and observations of staff practice. This information was used to continually monitor and improve the service.

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

Staff liaised with healthcare professionals and people’s relatives to effectively achieve good outcomes for people. We observed and were told of many examples of this throughout the inspection. For example, leaders shared, “When a [person] began showing signs of rapid cognitive decline, we quickly brought together a multi-disciplinary team (MDT) including the GP, mental health nurse, and family members. Through joint assessments and regular reviews, we were able to adjust the care plan, introduce new therapies, and stabilise the resident’s condition. This proactive approach helped avoid hospital admission and improved the resident’s quality of life.” They also explained, “Today [person] has regained full capacity and has been moved downstairs in our nursing unit where she is very happy.” We saw evidence of care notes from the person’s admission to the service and now which showed a notable improvement in the person’s condition. These records evidenced the service was working effectively with healthcare partners.

Leaders also told us how they had supported a person to improve their health and wellbeing. We saw positive feedback from a healthcare partner in relation to this, who wrote, “All approaches have been formulated by the staff collectively and they have persevered to ensure a person-centred approach… When I spoke with [person’s relative] they also noticed that improvement and that is all down to the team that supported [person].”

The service supported people to access local community groups. Leaders regularly liaised with the local authority to promote community engagement. For example, the service was working with a local art gallery where people paint individual tiles to then be put together and displayed at the local theatre. Leaders also explained how the service facilitated trips to the local community following feedback from people, such as to the pub and the memory cinema. We saw evidence of these visits during our site visit and we saw pictures of people attending these events where they were smiling and happy. Leaders told us, “These activity's are especially supported by the family of residents who come as they see "their old self" come out and the personality more akin to what they were used to…All this benefits mental health and positive constructive form of memory therapy.”

People told us they enjoyed the activities available. One person told us, “They [activity staff] come in and say, this is on would you like me to take you. I go to music things, we had ponies in, and we do craft things, I like all those.’

All staff we spoke with spoke positively about how leaders worked with other healthcare partners to improve outcomes for people. For example, one staff member told us, “Partnership with organizations like the Care Campaign for the Vulnerable, shows that [leaders] have the skills to lead effectively.”

The provider had a strong focus on continuous learning, innovation and improvement across the organisation and local system. They always encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe, effective practice and research.

During our onsite visit, we observed examples of how the service had worked creatively and innovatively to improve people’s quality of life. For example, we observed there was a ‘bus-stop’ set up in a communal area. Leaders explained, “A couple of years ago, we noticed that several of our residents had strong connections to the bus industry. One had worked in a ticket office for many years, another had been a bus driver, and others had fond memories of commuting or travelling by bus during their working lives. To honour these memories and create a familiar, comforting environment, we introduced a "bus stop" experience within the home. We set up a dedicated area that included a realistic bus stop sign, a printed timetable with familiar routes and times, photographs of local buses and depots, and a bench styled like a waiting area. This space quickly became more than just a themed corner; it became a calming and social hub. Residents would sit there and reminisce, often sparking conversations about their past roles, daily routines, and stories from their working lives. It provided a sense of purpose, identity, and belonging.”

Leaders described the positive impact this initiative had had on some people at the service. They shared, “For residents living with dementia, the bus stop offered a sense of routine and familiarity. It helped reduce anxiety, especially during times of restlessness or confusion. Residents began gathering there naturally, chatting as if they were waiting for a bus together. It became a place of spontaneous conversation and connection. Staff joined in the experience, sometimes role-playing as conductors or passengers, which added joy and humour to the day. The visual setting helped trigger long-term memories, supporting cognitive engagement and emotional wellbeing. One resident, who had been a bus driver for over 30 years, would often sit at the stop and proudly share stories of his routes and passengers. Another, who worked in the ticket office, began helping others "check the timetable" and talk about the best times to "catch the next one."

Leaders also explained how they adopted the creative use of technology to improve outcomes for people. They told us, “To support residents with limited mobility or those who couldn’t attend group activities, we introduced [an electronic device] with personalised content from music playlists to video calls with family who are in Australia, Switzerland and other parts of the world.  This has helped reduce isolation and increased engagement, especially for those who were previously less involved in communal life.”

All staff spoke positively about how they were encouraged to share new ideas and feedback to promote continuous improvement. For example, one staff member told us, “I am encouraged to share ideas at my monthly supervision and at weekly safety meetings. The management team is open to discussing my professional development, and they are always willing to provide time and resources for additional training. This promotes a culture of continuous improvement.”