Queens 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 86 (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 very clear shared vision, strategy and culture. This was based ontransparency, equity, equality and human rights, diversity and inclusion, engagement, and anexceptional understanding of the challenges and the needs of people and their communities.

People told us they knew the registered manager and felt the home was well run. One person stated, “I think the home has improved since [registered manager] has been here. [They have] improved the place in so many ways. Several areas have been painted and made brighter, [they are] very friendly, always around and [they] talk to people, including me, a lot.”

The management team told us they ensured the staff were valued and promoted people’s individuality, protected their rights and enabled them to thrive. The provider fostered a culture of recognition and appreciation, which not only boosted staff engagement and retention but also positively impacted on the quality of care provided to people. Staff were recognised for their work and dedication. For example, following a successful internal inspection, the staff were invited to a celebration where they were able to engage in fun activities and team building, and received rewards.

The registered manager recognised the potential of the staff team and encouraged progression by providing opportunities and training. For example, some staff had attended additional training to enable them to become champions in a range of areas, such as personal care, nutrition, falls, catheter care, end of life care, infection control and dementia care. This enabled them to support staff and ensure high standards were maintained. The registered manager told us, “Regardless of age, staff are being encouraged to undertake further training and qualifications. This initiative has significantly boosted their confidence and self-belief, empowering them to achieve professional growth and development.”

The registered manager had identified that some staff had potential but either lacked confidence or due to personal circumstances, had not had opportunities to study or train before. They gave us examples where staff members had been supported to believe in themselves and undertake further development. For example, some staff members were supported to enrol in a further qualification and encouraged to progress and apply for promotion.

Another member of staff had recently progressed into the role of Lifestyle Lead. The registered manager told us this development had had a significant and positive impact on the daily lives of people. They described that one person had expressed a desire to have a doll’s house. The staff member ensured that this wish was granted. The registered manager told us, “The resident’s reaction was one of pure joy, and [they] now spend time each day admiring it. This thoughtful gesture has also encouraged [them] to spend more time in the comfort of [their] own bed, engaging with the doll’s house in a way that brings [them] calm and contentment.”

Staff told us there was a good and positive culture within the home where people and staff had a good rapport, and the atmosphere was one of respect and care. A member of staff told us, “Yes I feel able to raise concerns with the manager because [they are] always here to listen to us” and “The manager is approachable and fair to all staff, [they] always speak to staff, listen and responds to us.”

Relatives and visitors were positive about the staff team and management. An external professional told us, “The nursing team is well led and clinically driven whilst having the residents' best interests to the fore. This has resulted in a decrease in hospital admissions as issues are either resolved quickly or management plans are put in place to ensure treatment is undertaken in the most appropriate environment.”

The provider set a culture that valued reflection, learning and improvement. The registered manager effectively used staff supervision and regular team meetings as a platform for staff to raise any concerns and an opportunity to share their views and opinions.

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 told us, “Our recruitment processes are designed to be fair, transparent, and accessible, ensuring equal opportunities for all candidates regardless of age, gender, ethnicity, religion, disability, sexual orientation or background. We actively promote inclusive hiring practices and strive to eliminate any form of unconscious bias. Our staff range from the 19 to 72 years old.”

The registered manager was a qualified nurse and had experience of working in health and social care. They had worked for the provider since 2009 and had worked their way up to registered manager in one of the provider’s other homes. They told us, “I successfully led the team and achieved overall an ‘Outstanding’ rating following our internal governance inspection. The achievement reflected on my commitment to maintain high standards of care and strong team leadership before transferring to Queens Court in October 2024. I am now focusing on Queens Court.”

Feedback from people, relatives, staff and external professionals indicated the registered manager fostered and open and inclusive working environment where staff actively participated in decision-making and improvements.

People we spoke with knew who the registered manager was and were positive about them. They told us the registered manager always spoke with them and listened. People, relatives and staff were encouraged to feedback about the service via yearly surveys. The results of the latest survey showed a high level of satisfaction.

The provider kept a record of positive comments and compliments they received from people and relatives. Comments included, “[Family member] is thriving at Queens Court. This is more than just a care home, [They are] seen, valued and loved”, “[Registered manager] is an amazing, caring and attentive manager”, “The staff are so kind and the care they give is exceptional” and “The team at Queens Court are nothing short of extraordinary.”

The registered manager collaborated extensively with other support services who delivered targeted staff training and specialised support for people with complex needs. This had resulted in significant outcomes including a marked reduction in distressed behaviours, a decrease in the use of antipsychotic medicines, a reduction in falls, hospital admissions and the development of pressure ulcers.

Staff found the management team to be visible and supportive. The registered manager was a strong leader who was experienced and respected by the staff and people alike. They put people at the centre of everything they did and led a staff team by example. A staff member told us, “[Registered manager] has open door policy. [They are] always approachable and supportive. I am confident to discuss any concern with [them], as I know [they will] always find a good solution.” They added, “[Registered manager] starts [their] shift early and finishes late, so that [they] can catch up with night team too.”

There were regular team meetings and management meetings where a range of subjects were discussed and information was shared. A staff member told us, “We have team meetings regularly, I attend all. They are very beneficial because each staff member has the opportunity to talk about any concerns or things they believe are going well or need improving. Things often come into effect very quickly after these meetings.”

In addition to team meetings, there were daily handover meetings to discuss important information, and any risks to service delivery. There were processes to support managers and senior staff in meeting their responsibilities.

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

People were given information when they moved to the home about how to raise a concern and said they knew how to make a complaint. The registered manager told us, “I listen to people. I am approachable and they know they can talk to me.”

Staff said they knew about the provider’s whistleblowing policy and would not hesitate to use this to benefit staff and people living at the home. A staff member told us, “I feel confident to whistleblow on poor practice, but I never had to because at Queens Court we maintain high standards of care. Residents’ safety and wellbeing is our high priority. If needed I would contact higher management or CQC.”

The provider had processes in place to support staff to speak up. This included supervision meetings, handover meetings, staff meetings and a whistleblowing policy. Staff had also received training in safeguarding to reinforce their understanding and their responsibility to speak up.

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 enjoyed working in a diverse team. However, all staff spoke good English and there were no language barriers.

The provider had policies to promote equality, diversity and inclusion and to protect staff from discrimination and harassment.

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.

Staff told us they felt supported and valued by the registered manager who was available whenever they needed them. Staff said they were supported to keep up to date with the care people required. A staff member told us, “Queens Court is an amazing place to work. I enjoy coming into work, knowing there is a good balance of work and fun and you can really see the love eachmemberofstaff herehas for the residents we care forwhich is amazing.”

The provider had processes to monitor the quality of the service and these were effective. There were regular audits of all areas of the service. Audits included, accidents and incidents, Deprivation of Liberty Safeguards (DoLS), health and safety checks, fire checks, medicines and care plans. DoLSensures people who cannot consent to their care arrangements in a care home or hospital are protected if those arrangements deprive them of their liberty.

The provider regularly visited the service and worked alongside the registered manager to undertake visual checks of every area of the home. They also supported them with any areas for improvement.

The registered manager was passionate about their role. They worked well with their colleagues and other partners to develop the service, build a team and work together to meet the needs of people who use the service.

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.

Staff told us they worked well with healthcare professionals to ensure people’s needs were met. The registered manager confirmed they had a good working relationship with a range of external professionals.

The provider had systems and processes to ensure people’s needs were reviewed with external professionals. The provider listened to feedback from them and where a need was identified, amended their policies and procedures to promote effective communication and partnership working.

The registered manager told us they ensured the staff learned from healthcare professionals involved in people’s care to help understand people’s needs better. They regularly hosted joint training sessions and workshops involving care staff, community nurses, physiotherapists, and social workers. These sessions focused on topics such as falls prevention, pressure ulcer management, person-centred care approaches and the delivery of end-of-life care and care after death. The registered manager told us, “By sharing expertise and best practices across all multidisciplinary teams, our team has been able to adopt more holistic care plans that address both medical and social needs of our residents.”

For example, a person using the service had complex health and social care needs. Through close collaboration between the care team, the district nursing service, and social services, they developed and implemented a tailored care package that included regular physiotherapy, medicines management, and social engagement activities. This integrated approach resulted in improved mobility, reduced hospital admissions, and enhanced wellbeing for the person.

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.

People told us they were consulted during meetings, reviews or regular conversation, to find out if they had any concerns or requests. We saw people’s opinions and requests were taken seriously.

Staff told us the managers were always aiming to make improvements to the service to benefit people and they enjoyed being part of this and felt consulted and involved. A staff member told us, “I feel proud to be a part of the Queens Court team. I feel listened to and involved. We work as a team.”

The registered manager was committed to learning and developing the service to benefit people and the staff team. They told us, “At Queens Court, every day brings new opportunities and moments of joy. We are constantly learning and adapting and embrace the fact that no two days are the same. Promoting a warm, friendly, and inclusive environment remains at the heart of everything we do.”

The staff were keen to provide good experiences for people. For example, when a person expressed a wish to enjoy a meal out with friends at a Chinese restaurant, the lifestyle lead creatively transformed the cinema room into an authentic Chinese restaurant experience. The space was decorated with appropriate lighting and themed ambiance. The chef contributed by preparing and serving a four-course Chinese meal, allowing people to immerse themselves in the full experience.

The registered manager was keen to demonstrate they valued the staff team and wanted them to embrace the company’s values and ethos. They told us, “From the moment staff arrive at Queens Court, they are reminded that we are working in our residents’ home. This belief underpins our philosophy and drives us to deliver a genuine “home-from-home” experience. Our commitment to excellence in care is unwavering, and we strive each day to uphold the highest standards of compassion, respect, and professionalism.”

The provider prioritised the well-being of the workforce as an essential component of delivering high-quality care. Recognising the importance of mental health, they had appointed a qualified Mental Health First Aider within the team to provide dedicated support to staff members. The offered confidential guidance and a listening ear to colleagues needing this support. This helped to prevent issues from escalating and promoted a culture of openness and support.

In addition to one-on-one support, the Mental Health First Aider facilitated regular wellbeing workshops and awareness sessions for all staff. These sessions covered topics such as stress management, resilience building, and coping strategies and equipped the team with practical tools to maintain their mental health. The registered manager told us, “The presence of a Mental Health First Aider has contributed to a more positive working environment, improved staff morale, and reduced absenteeism.”