Kennores Healthcare Recruitment 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 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 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 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.

Staff and leaders consistently spoke about their commitment to providing high quality care for people in their own homes. They described a positive culture within the service. One staff member told us, “It’s a positive environment. We meet a lot of different people and cultures, I would say it’s positive.”

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.

The registered manager demonstrated good oversight of the service and promoted an open door policy. Staff told us they felt able to approach leaders and were consistently listened to and supported. One staff member said, “Yes, they (leaders) are approachable, they give us support when we speak to them, they listen to us, and they reassure us and act.” This reflected a positive leadership culture where concerns were addressed promptly, and staff felt confident in raising issues.

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

Staff told us they felt able to speak up if they had concerns. All staff had regular access to one to one supervision meetings and were provided with information about how to whistle blow should they feel the need to do so. This helped create a culture where people and staff felt safe to raise issues and confident that their voice would be heard.

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.

Staff told us they were treated fairly and had no concerns about how they were supported or managed. For staff whose first language is not English, the provider had implemented several supportive practices to ensure communication remained clear, safe and consistent.

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.

The provider had effective governance systems in place, including regular audits and strong managerial oversight. The registered manager was aware of the CQC notification process and ensured this was shared and understood by staff. All policies were reviewed regularly and were up to date. The service undertook routine checks on the quality of care, including spot checks of staff practice and competency, audits of care records, and regular requests for feedback from people, relatives and staff. Information gathered from these activities was used to drive continuous improvement and support service development.

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 worked with other healthcare professionals and shared information when required to help ensure outcomes were positive for people using the service. Although no formal feedback had been received from external professionals, meeting records showed that the provider engaged effectively with partner organisations and worked collaboratively to support people’s care.

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

The provider had a strong focus on continually improving the service and the care delivered to people. Staff were supported to develop their skills through access to specialist training, including areas such as nail care and oxygen therapy. This helped ensure staff were equipped with the knowledge and competencies needed to meet people’s individual needs safely and effectively.