Kingly House

On this page

• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

Caring – this means we looked for evidence that the service involved people and treated them with compassion, kindness, dignity and respect. At our last inspection we rated this key question good. At this inspection the rating has remained good. This meant people were supported and treated with dignity and respect; and involved as partners in their care.

This service scored 80 (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 always treated people with kindness, empathy and compassion and respected their privacy and dignity. Staff treated colleagues from other organisations with kindness and respect. Staff addressed people by their preferred name; people told us staff were kind, friendly and maintained their dignity. A health professional told us, “Whenever I go Kingly House I am always expected and welcomed.” People’s rooms were personalised and all medical and care equipment was stored out of sight where possible.

The service treated people as individuals and made sure people’s care, support and treatment met people’s needs and preferences. They took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics. Staff supported people to participate in activities that were important to them. For example, a person attended their local football team matches and staff supported 2 people to attend their church.

The service promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing. Staff knew people well enough to know how to communicate with them effectively to enable them to carry out their preferred activities. Staff gave people time to express themselves, which enabled them to explain what they wanted such as setting up their books, films and games. A person liked to be independent and received support to prepare meals and gardening.

The service listened to and understood people’s needs, views and wishes. Staff respond to people’s needs in the moment and acted to minimise any discomfort, concern or distress. Staff responded promptly when people used their call bells; 2 people had been provided with adapted call bells to enable them to summon assistance. A person did not always eat at meal times; their needs were anticipated and staff were ready to prepare their chosen meal when they were ready.

The service always cared about and promoted the wellbeing of their staff, and was exceptional at supporting and enabling staff to always deliver person-centred care. The provider had appointed a senior manager to head the initiatives for the wellbeing of staff. They held monthly wellbeing sessions and trained and appointed mental health first aiders to help staff with situations that were difficult. There was a culture of staff development; the deputy manager, team leaders and experienced support workers were undergoing additional vocational courses, and a support worker was completing an acquired brain injury apprenticeship course. A member of staff said, “People’s care has improved [since the new manager], communication is one thousand times better as we can air [and resolve] our grievances.” Another staff member said, “[The home] is a nice place to work and we all work like a family.” One relative told us, “Many staff are exceptional, they seem to train up [staff] quickly” another relative said, “The staff have exceeded my expectations.”