KB4Care Limited

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 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 79 (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 shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities. The provider’s values, vision and mission statement were clearly communicated on their website. The registered manager organised regular meetings and discussions with members of staff where organisation values and expectations were re-iterated. The registered manager clearly demonstrated the core values and vision of the organisation. Their focus was on quality and improving outcomes for people they supported. People praised the provider and told us they were pleased with the care and support they received. One person said, “I would highly recommend them because they are just amazing. They have such very high standards.”

The provider had exceptionally 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 always did so with integrity, openness and honesty.The registered manager was a capable and inclusive leader who focussed on quality and continuous service improvement. Members of staff were supported by the registered manager. One member of staff said, "I get assistance from the management team anytime l need it. My manager is very supportive and easy to approach. They are friendly to everyone." Another member of staff told us how their views and ideas were valued, "Every meeting we hold, we are asked to suggest any ideas so [the management team] can look into them and implement them if it makes working conditions better." People told us the service was well-led. One person said, “[The registered manager] comes out and does some of the care, so they can see first-hand how things are going. We can always call the office about anything and they are eager to help. The management team are very approachable and easy to talk to.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. The provider had a whistleblowing policy in place and members of staff were supported to access whistleblowing training. Frequent team meetings took place and members of staff were encouraged to speak up and share any concerns about the service.

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 management team carried out regular reviews and supervision of staff. There was a focus on interpersonal skills and relationships. The provider had an equality, diversity and inclusion policy in place. Members of staff had not raised any concerns about inequalities in the workplace.

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. One person told us, “I can’t fault the way the service is managed. Everything runs smoothly. I feel confident care is overseen properly.” The registered manager carried out reviews and audits of daily care notes and medication administration. Spot checks and reviews of staff practice in people's homes took place and feedback was given to staff at meetings and supervision sessions. The provider gathered a range of information from spot checks, discussions with people and members of staff and audits of processes. We discussed with the registered manager about consolidating all this information into a quarterly report so they would be able to use it to highlight areas for continuous service improvement.

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. The provider was a member of local care networks where best practice and key information was shared and discussed. We saw evidence of close partnership working with local community-based health and care services to improve outcomes for people.

The provider focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe, effective practice and research. The provider used a reflective practice approach to identify learning through supervision meetings with members of staff. The registered manager was in the process of completing additional learning and development to enhance their leadership and management skills.