Kairos Community Trust

On this page

• Overview
• Person-centred Care
• Care provision, Integration and continuity
• Providing Information
• Listening to and involving people
• Equity in access
• Equity in experiences and outcomes
• Planning for the future

At our last assessment we rated this key question good. At this assessment the rating has remained good. This meant people’s needs were met and care was person-centred.

We have not awarded this service a score for Responsive.

Find out about when we will not publish a key question score and what we look at when we assess Responsive.

The service was exceptional at making sure people were at the centre of their care and treatment choices and they decided, in partnership with people, how to respond to any relevant changes in people’s needs.

All clients we spoke with told us they were at the centre of their care and that the service met their individual needs holistically. Comments we received included ‘I am listened to’, ‘staff have so much compassion and empathy’, ‘they understand me’, ‘they speak with you about any issues you may be facing and then they support you with it’.

All 8 care records were personalised and considered every aspect of each client’s life, including their wishes and aspirations for the future. Clients told us that both the group programme and one‑to‑one therapy had helped them make progress towards their recovery goals. They also reported that staff had an in‑depth understanding of their needs, supported by the staff team’s own lived experience.

The service understood the diverse health and care needs of people and their local communities, so care was joined-up, flexible and supported choice and continuity.

Staff supported clients to maintain contact with their families and carers where appropriate. The service recognised the value of clients maintaining family relationships as part of their recovery and actively encouraged this. The service welcomed visits from family members and offered family therapy where appropriate. One client told us that staff had encouraged their children to visit so they could better understand what they were experiencing during their treatment.

Staff had well‑established links with commissioners, charities, and social services. Commissioners told us they had excellent working relationships with the service and described communication as consistently effective.

The service supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs.

Clients confirmed they were provided with information when they were admitted to the service. Staff used the admission process to inform and orient clients to the service. On admission, each client received a welcome pack that included details of the treatment programme and the rules of the house.

Staff ensured that clients could obtain information on treatments, local services, clients’ rights, how to complain and so on. Staff actively supported clients to claim benefits, manage debts and secure accommodation for when they left the service.

Staff ensured carers, families and commissioners were regularly updated about the client’s progress. Care managers attended care plan review and discharge meetings.

The service made it easy for people to share feedback and ideas, or raise complaints about their care, treatment and support. They involved people in decisions about their care and told them what had changed as a result.

Clients were enabled to feedback on the service so that improvements could be made. Staff within the service promoted a culture in which the people using the service were empowered to give their views.

There had been no complaints in the last 12 months. Clients knew how to complain or raise concerns. Clients said that if they had any concerns, they would raise these with staff. Clients received a copy of the complaints policy as part of the clients’ handbook. Staff knew how to handle complaints appropriately.

Clients had opportunities to provide feedback on the service in ways that reflected their individual needs. Staff encouraged clients to complete feedback questionnaires, and clients also discussed their experience of the service during counselling sessions as part of the therapeutic programme. Staff reviewed client feedback in team meetings and managers’ meetings to identify themes and areas for improvement. We reviewed the collated survey results for June 2025 which indicated very positive feedback across all areas of the service.

The service made sure that people could access the care, support and treatment they needed when they needed it.

The service had clear inclusion and exclusion criteria. The service directed people it could not support to other services that could meet that person’s needs safely.

The service did not accept applications from people who were unable to manage their own medication, those who struggled to regulate their behaviour, individuals whose physical health needs meant they would be unable to safely evacuate the building in an emergency, or people whose mental illness would prevent them from engaging in the therapeutic programme. We reviewed 15 declined assessments and found they had been declined in accordance with the exclusion criteria.

Staff managed admissions to the service in order to minimise disruption to existing clients. The service planned admissions in advance. All current clients were informed when a new client would be joining the service.

Staff and leaders actively listened to information about people who are most likely to experience inequality in experience or outcomes and tailored their care, support and treatment in response to this.

Managers and staff were aware of their responsibilities to prevent discrimination and inequality and provide treatment and support in an equitable way to all clients.

Staff demonstrated an understanding of the potential issues facing vulnerable groups such as LGBTQ+ and ethnic minorities. Staff were trained in equality, diversity, inclusion and human rights.

People were supported to plan for important life changes, so they could have enough time to make informed decisions about their future.

All clients told us they were supported with their plans for discharge from the service.

Discharge planning was an active part of care and treatment. Staff worked in collaboration with clients, their carers, charities and commissioners. Care managers attended review meetings where arrangements for discharge were discussed.

Three clients told us that, where necessary, additional funding had been secured to enable them to extend their stay.

Where appropriate, clients had an option to move to accommodation provided by Kairos Community Trust. The charity owned 29 properties across London. Clients were able to stay at a Kairos property for up to two years. The provision of move-on accommodation meant clients were assured they would have a safe place to move to when they completed the programme.