Keyspring 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 service. This key question has been rated requires improvement. This meant the service management and leadership was inconsistent. Leaders and the culture they created did not always support the delivery of high-quality, person-centred care.  

This service scored 57 (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 for supporting people. 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. New staff received support and training which helped them to show those values in their daily work with people.

The service 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. The provider demonstrated they had the skills and knowledge to manage the service effectively. However, we received mixed comments about the provider' approachability. Not all comments reflected a positive culture, where staff felt supported. A relative commented, “I have talked to the manager, a very nice person, they are encouraging.” Other people and staff commented the registered manager “was not always approachable”. Their comments included, “Sometimes the manager is approachable, it depends” and “I do not always feel supported.”

The service did not always foster a positive culture where people and staff felt they could speak up and their voice would be heard. Processes were in place for staff and people to speak up. The provider had a clear whistle blowing policy. Staff could raise concerns and the information about how to do this was available in the staff handbook. Staff meetings took place. However, not all staff told us they felt valued and supported by the management team. They did not all comment they were encouraged to voice their opinions, ideas and suggestions. Some fed back they did not feel “listened to.”

The provider valued diversity in their workforce. However, not all staff fed back that they were valued and respected. The provider did not always provide an inclusive and fair culture by improving equality and equity for people who worked for them. Staff had received equality and diversity training.

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 act on the best information about risk, performance and outcomes, and share this securely with others when appropriate. There was oversight from the provider to review the quality and safety of the service in line with regulatory requirements, with quality checks carried out. However, some audits such as around care records, medicine management and other areas identified during our inspection needed to be more robust to ensure the quality and safety of service provision.

Staff at the service understood their duty to collaborate and work in partnership, so services work seamlessly for people. They shared information and learning with partners and collaborated for improvement. Staff worked alongside other professionals to ensure appropriate support was provided. Professionals fed back the service worked in partnership with them. The provider attended network meetings with the local authority and other providers to share best practice.

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. Staff and leaders had a good understanding of how to make improvement happen. Leaders encouraged staff to speak up with ideas for improvement. Processes to ensure that learning happens when things go wrong, and from examples of good practice were well-established. There was evidence of changes that had been made to the service to make improvements and to address checks and audits outcomes and in response to people and staff feedback. However, we identified further improvements were needed in areas as described in sections of the above report.