Kind Tailored Care Ltd

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.

This is the first assessment for this newly registered service. This key question has been rated 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 75 (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 on transparency, equity, equality and human rights, diversity and inclusion, engagement, and an exceptional understanding of the challenges and the needs of people and their communities.

The delivery of care, values and culture of the service was underpinned by the provider's own principles of good quality care and well-being. Their vision was to provide kind care tailored to each person’s needs. We found their values and actions reflected their mission statement of “At Kind Tailored Care, we are dedicated to making a meaningful difference to the families we serve, our team members, our wider network of friends, and, most importantly, the individuals at the heart of our services.”

People were supported by a staff team who knew them well and supported people to build on their strengths and celebrate their diversity. There was a shared culture and vision for the service across the staff and management team. The provider's values were embedded in staff practice through a comprehensive recruitment and training programme and exceptional support from the provider and registered manager. Staff demonstrated a true understanding of personalised care and had helped people to overcome their fears and barriers to achieve their personal goals.

Staff spoke fondly of the service and how it was managed. Staff members shared comments such as, “Kind Tailored care are very specific about who they employ and only employ people who uphold their values. I think we have very good staff here and I am very proud of my team” and “I am proud to work for Kind Tailored Care I think they have the right values and care for people in a person-centred way.”

The staff team were passionate about making a meaningful difference to people’s lives and supporting people’s relatives. Relatives and professionals highly praised the service. There was a strong culture to continually review the service and drive improvement. We received comments such as, “Excellent, can’t fault it, [staff] are very highly trained, kind, caring, live up to their name, amazing” and “Excellent, first class. No nothing at all, I’m 100% happy with it. They’re outstanding, I can’t fault them, I’ve had lots of experience with bad care, this company is absolutely amazing.”

The registered manager applied their own personal experiences, training and research to ensuring people lived a life that was safe, meaningful and without prejudice and discrimination. The manager’s vision, achievements and contribution towards people’s lives had been nominated and acknowledged for their exceptional care and presented with nationally recognised awards.

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.

Staff raised no concerns about the distance between the registered office and the location of people’s homes. Staff told us the management team was very approachable and responsive to any concerns. One staff member said, “The office being in Chepstow does not really affect my role as such as I can always contact someone via WhatsApp and I will be assigned someone to work with locally.”

Communication between the management and staff team was good. Managers carried out unannounced visits to people’s homes to observe staff and to check on people’s well-being. Staff had access to a 24 hour, 7 days a week on call system, and were confident in the management team. One staff member said, “I feel confident with the management. They support and train us well and when we contact them, they are always there to support us.”

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

The registered manager was available and accessible to staff, people who used the service, their relatives and other stakeholders. This was confirmed by both staff and relatives.

Communication systems and staff meetings were used to encourage staff to discuss and share any information and concerns.

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. The provider had an equality, diversity, inclusion and human rights policy in place for staff to access. Staff confirmed they had no concerns, were treated fairly and had completed the training allocated. The provider

demonstrated their commitment to inclusion and celebrated and acknowledged the diversity within the staff team. Reasonable adjustments for staff had been made to enable them to meet the needs of people.

Staff said they felt listened to and supported by the managers. One staff member said, “I am supported. They [managers] are always available, always someone to ask.” They explained their views and suggestions were always considered by the managers.

The provider did not always have clear responsibilities, roles, systems of accountability or good governance. They did not always act on the best information about risk, performance and outcomes, or share this securely with others when appropriate.

Governance systems and arrangements were in place. These included spot checks, quality audits of documents, and reviews of feedback from people and stakeholders. However, further development of the provider’s audit processes was required to ensure that each audit effectively monitored the service, and demonstrated the actions required had been completed and were embedded, effective, and evaluated. This development will assist the registered manager in monitoring the service if the service expands.

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.

Partnership working was embedded into staff practices which improved outcomes for people. Partners acknowledge the commitment of the staff and managers who supported people. They highlighted how the service successfully navigated challenges to establish a sustainable care package that ensured continuity of care for people. We received comments such as, “The carers deliver care in a thoughtful and compassionate way.”

Staff and managers worked closely with specialist teams and professionals, ensuring people received timely, coordinated care tailored to their needs.

The provider focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experiences, outcomes and quality of life for people. They actively contributed to safe, effective practice and research.

The registered manager was responsive to feedback and took immediate action to address any concerns or shortfalls within the service. Staff learnt from incidents and actively sought support from managers and external professionals to implement positive changes in care delivery, resulting in positive outcomes for people.