Kingsmith Care

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

Caring – this means we looked for evidence that the provider involved people and treated them with compassion, kindness, dignity and respect.

At our last assessment we rated this key question outstanding. At this assessment the rating has remained outstanding.

This meant people were truly respected and valued as individuals; and empowered as partners in their care in an exceptional service.

This service scored 90 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

People consistently experienced care that exceeded expectations because compassion, kindness and dignity were deeply embedded within the culture of the service and evident throughout every level of the organisation.

Feedback from people, relatives, professionals and community partners consistently described staff as exceptionally caring and compassionate. Relatives repeatedly described staff as going beyond what would normally be expected of a care provider.

One relative stated: "They've always gone above and beyond." Another relative told us, “The communication is really important. It has always been exceptional. I trust them explicitly."

People and relatives consistently described staff as kind, caring and respectful. Feedback included, “We would not be able to operate without the care workers, “They are very nice and respectful," and “They improve my quality of life," demonstrating the positive impact staff had on people's lives.

The provider demonstrated numerous examples where compassionate care extended beyond commissioned support. Managers attended funerals, supported bereaved family members, visited people in hospital, organised birthday celebrations and remained in contact with families following deaths. Staff reflected on people's lives through structured reflective practice meetings which enabled teams to recognise the importance of the relationships they had built and learn from the care they had delivered.

For one person, staff used humour, music, favourite foods and community outings to support wellbeing and reduce distress. Staff reflected on creating meaningful moments through singing songs together, visiting cafés and sharing activities that reflected what was important to the person.

Managers consistently identified and responded to emotional as well as practical needs. A community partner described the provider's approach as demonstrating “genuine care for peoples' wellbeing, rather than taking a purely task-focused approach."

People experienced genuinely compassionate care which enhanced comfort, wellbeing, dignity and emotional security.

The provider understood people as individuals and tailored care around their personal identity, relationships, interests, life history and preferences.

Care planning described not only physical support needs but also what mattered to people, how they communicated, what gave meaning to their lives and how staff should adapt support to maximise engagement.

People and relatives told us staff knew people well and provided personalised care. One person said, “Oh yes, absolutely. Particularly the regular ones," when asked whether staff knew them as a person.

For one person, staff demonstrated detailed knowledge of the person’s interests, communication style, family relationships, music preferences, routines and favourite foods. Staff adapted their approach around the person’s personality, humour and preferences rather than expecting them to adapt to the service.

A stakeholder described Kingsmith Care as being particularly effective at “knowing the people they support as individuals."

People received care which recognised and celebrated individuality and enabled them to maintain identity, preferences and personal routines.

The provider consistently supported people to maximise independence, exercise choice and retain control over their lives, even where risks or complexity were present.

Staff worked creatively to ensure people remained active participants in decisions affecting their care. Care was adapted around people's wishes rather than expecting people to fit around service routines.

For one person, care discussions focused on understanding their wishes regarding evening meals, support arrangements and daily routines. Rather than simply imposing additional care, staff worked collaboratively to develop a plan that maintained the person’s independence while supporting nutritional needs.

The service supported people to pursue activities that were important to them and maintain their independence. The Registered Manager described how one person living with dementia and a long-term health condition wanted to continue swimming, and staff supported them to attend weekly swimming sessions. They also described as a result, how another person had expressed a wish to go swimming and staff had arranged support to make this possible. This demonstrated that people's preferences and choices were listened to and acted upon.

Another person demonstrated choice and control when a wheelchair was suggested, responding, “I don't want to." Records showed staff respected this decision while continuing to support the person safely. People also told us they could change visit times if needed and that staff respected their choices. This demonstrated a commitment to promoting independence, autonomy and positive risk-taking

People retained autonomy, independence and meaningful control over daily living.

The provider identified and responded promptly to emerging needs, deterioration and changes in people's circumstances.

Managers intervened directly when people's situations changed, often coordinating equipment, healthcare involvement, staffing changes and family support.

For one person, staff rapidly responded to deterioration involving reduced mobility, reduced nutrition, swallowing difficulties and increasing frailty. The provider coordinated healthcare reviews, reviewed risks, arranged monitoring, updated care plans and introduced additional support.

Managers also identified smaller practical issues that affected quality of life. For example, an adjustable table was sourced for one person after concerns were identified regarding comfort and nutrition.

People's needs were monitored and responded to promptly. A relative described how staff recognised changes in people's health and wellbeing and took appropriate action. They told us, “Staff noticed [their] night bag had not drained, and they called an ambulance to get [person] into hospital." This demonstrated that staff were observant, responsive to changes in people's needs and worked proactively to ensure people received timely support and healthcare intervention when required.

People experienced responsive care which adapted quickly to changing needs and prevented avoidable distress.

The Provider created a highly supportive culture where staff wellbeing, personal development and professional growth were viewed as essential to delivering outstanding care.

Staff consistently reported feeling valued and supported. One staff member stated, “The best thing is the support from managers; I never feel that I am on my own." Another reported, “I have never felt unsupported or in a situation where I could not make a decision, because managers have always been there for me."

Staff wellbeing was supported through supervision, reflective practice, pastoral support, team meetings, celebrations and practical support during significant life events. Leaders adapted work around health conditions, disability, family responsibilities and religious observance. Reflective practice and bereavement support were well established. Following client deaths, staff attended reflective meetings, shared memories and received emotional support from managers and colleagues.

Staff described the culture as "open, transparent and kind" and a manger told us, “When staff feel supported and heard, they do a much better job. They are more alert, they spot risks faster, and they provide much safer, higher-quality care for our clients."

Leaders also invested heavily in development. Staff described funded qualifications, mentoring, leadership development and supported progression within the organisation. A care manager described being supported from her role as care assistant through to becoming a care manager and reported ongoing mentoring and funded education throughout their career.

These arrangements helped create a confident and well-supported workforce, enabling staff to deliver consistent, high-quality and compassionate care to people using the service.