KYN Hurlingham

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 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 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 processes and systems promoted a shared direction and culture. This enabled staff to understand the shared vision, values, and strategy and how their roles helped in achieving them. They were developed through a structured planning process in collaboration with people, staff, and external partners.

The processes enabled a well-developed understanding of equality, diversity, and human rights, and they prioritised safe, high-quality, compassionate care.The staff we spoke with understood and shared the provider’s vision, culture and how to achieve it.

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,experienceand credibility to lead effectively. They did so with integrity,opennessand honesty. 

The management team frequently updated staff in a clear, and understandable way after reviewing available information. A member of staff said, “I’m made to feel comfortable and confident with the management team keep us updated.” Another staff member told us,“We know what is expected of us and supported to achieve this.”A person said, “The registered manager and management team are always available, listen, and act.”

Leaders were visibly present within the service,maintaining oversight of day-to-day operations and ensuring they remained connected to staff and the people they supported.One staff member shared, “They are there to help us develop and improve.” This reflected a hands-on approach that fostered trust and accessibility. 

Leaders spoke with passion about their motivations for working in care and articulated a vision for the future of the service. They possessed the skills, knowledge, and credibility to lead effectively, with a strong commitment to ongoing professional development. This enabled them to bring fresh ideas and evidence-based practices into the service. The deputy manager said, “Working here has changed my life. It has built up my confidence, knowledge and residents [People using the service] and staff feel like part of my family.”

Feedback from staff and relatives consistently described leadership as“Very supportive” and aligned with the core values of the organisation. This culture of inclusive and values-driven leadership helped create a positive working environment and ensured that care delivery remained focused on dignity, respect, and continuous improvement. 

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. There wasa strong culture of openness and psychological safety, underpinned by a clear reporting and whistleblowing policy.  

Staff confirmed they felt confident raising concerns, knowing they would be listened to and that appropriate action would follow. One staff member shared, “Management is very open. We are free to report concerns, and they take action quickly.” Another member of staff added, “I have trust and confidence in the management.” These comments reflected a workplace where transparency was actively encouraged and supported. 

Leaders were described as approachable and receptive to feedback, creating an environment where staff felt heard and valued. Staff consistently reported that their suggestions and concerns were taken seriously and often led to meaningful changes. This open culture not only promoted trust and accountability but also contributed to continuous improvement across the service. A person said,“I am comfortable having my say.”

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’s processes removed bias from practices to ensure equality of opportunity and experience in the workforce. Policy reviews, staff supervision, staff meetings, and the complaints procedure tackled structural and institutional discrimination and bias to achieve a fair culture for all and prevent and address bullying and harassment. A staff member said,“I always feel treated fairly and honestly.” Another staff member told us, “I do feel listened to.”

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care,treatmentand support. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

The provider routinely conducted audits, addressing any issues identified in a timely manner. Client surveys were used to gather insights and inform ongoing development. The impact of this was that staff had a thorough knowledge of people their likes, dislikes and preferences and were able to deliver the focused care, supportand lifestyle they wanted.

The provider processes and systems stored people's risk assessments, care plans, and daily logs. Data was robustly stored, and that collected was collated and used to update and improve the service provided. Any areas needing improvement were then addressed. Thorough audits were conducted, and the complaints system was regularly monitored,enabling staff and the provider to learn from and continuously improve the service. People and staff provided regular feedback to identify if people were receiving the care and support, they needed.

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’s processes promoted and maintained good working relationships with other external healthcare services to provide integrated care that met people’s support needs and enabled them to live as independently as possible, keep healthy and receive the ongoing healthcare support they required. Staff reported any health care concerns to the registered manager, and management team who alerted appropriate healthcare professionals. They also supported people to access community-based health care professionals, such as district nurses and to refer themselves to health care services, such as their GP, to maintain and promote continuing independence through joined up healthcare.

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.There were systems and processes in place to promote, and support learning, improvement, and innovation. The complaints system was regularly monitored and enabled staff and the provider to learn from and improve the service. People, their relatives, and staff provided regular feedback to identify if people were receiving the care and support, they needed. Staff said they learnt something new everyday and this helped them develop.