Kingsman House Care Home

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

Staff were supported by the manager and provider to understand the vision for the service. The service had a vibrant but relaxed feel. Staff were supported well and therefore were happy in their work, this was noticed by people and their relatives. The manager was clear in the view that to achieve the best possible care they must support their staff team. People felt staff knew them well, they told us they were kind, supportive and caring.

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.

People and their relatives told us staff were kind and caring. They were confident information was shared about their care and personal details were kept confidential and handled correctly. People told us they were treated with dignity and respect. Some of the comments were, “I like the staff, they’re splendid. I like to see the girls go by”, “They help each other out. I like to listen to what they’re saying”, “They are really lovely”, “Staff are very attentive”, “Staff has always been a real strength, they are kind and caring”, and “Staff are second to none.”

Staff had training in dignity and respect, they told us they did whatever they could to ensure people felt safe and cared for. The manager told us they were proud of the team and were striving to do the best for people.

Health and social care professionals told us they enjoyed working with the home. They were welcomed into the home and acknowledged in a friendly way. They said the working relationship was of mutual respect for each other.

We observed many respectful and kind interactions between staff and people. Staff worked together as a team, often negotiating and discussing their plans for the day. All exchanges observed by the inspection team were respectful of each other.

People’s individuality, such as their culture, their physical needs and their passions were considered, and staff worked with them to achieve their goals. Relatives were complimentary about the staff skills especially where they made their loved one feel special. One person said, “I’m happy here, the staff are kind. I haven’t got any complaints at all”. Another person told us, “There are some good activities that cheer the place up. I like the singers from the school.”

Staff were enthusiastic and committed to supporting people to live their authentic lives. Individuality was embedded throughout staff training and skills; it had become a way of life at Kingsman House Care Home.

Opportunities were available for people to live their lives the way they wanted. Social, emotional and spiritual needs were considered, and we observed many ways people could access and explore those needs.

Assessment of needs were in place and regular updating meant care plans and records detailed people’s needs. The home was in the process of developing plans to ensure all relevant information was contained and to ensure their personality was recognised within them.

People told us they had choice over how their care was delivered and how they spent their day. Relatives told us there was a variety of options for their loved ones. They told us they could spend time with others or on their own in their bedroom, and it was good to have those options available to them. One person said, “There’s something for everyone.” Another person said, “It suits me here. I do what I want, and they give me peace”

People were supported by staff to maintain relationships. Staff told us visitors came to the home whenever they wanted. Staff told us of the importance of offering people choices so they could live how they wanted to.

We observed many interactions throughout our assessment. Staff offering people choices in regards to meal options and activities. People were supported by staff to choose the way they spent their day and in turn the way they lived their lives.

People’s needs were detailed in their care and support plans; work was ongoing to develop them further. Staff had access to people’s records on the electronic care planning system. Choice was instrumental through the providers policies and procedures.

People told us staff were there when they needed them. A relative said, “It gives me such peace of mind, they respond to their needs immediately. They always let me know what has happened or what they have been able to do, it’s reassuring.”

Staff had received training and were clear in the manager and providers expectations of them whilst working at Kingsman House Care Home. People’s needs were put first and all staff were committed to working together to achieve the best for people.

We observed staff to be attentive to people when they needed them.

Significant commitment had been made to the wellbeing of staff. The provider had introduced a dedicated member of staff to ensure staff wellbeing was top of the agenda. Staff told us they appreciated the opportunities for support.

The provider had various staff recognition schemes, and these had been revamped in recent months and together with the introduction of a dedicated member of staff to facilitate the schemes they had been received by staff. Events outside of the home and usual work time, to show appreciation to staff were scheduled. This had included access to mental health support and self-guided tools to promote staff wellbeing.