KEYFORT North East

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.

At our last inspection we rated this key question good. At this inspection the rating for this key question has remained good. This meant the service management and leadership were consistent. Leaders and the culture they created supported the delivery of high-quality, person-centred care.

This service scored 86 (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. Equality and diversity within the service was promoted. New staff received support and training which helped them to show those values in their daily work with people. They did additional training and shared their learning and highlighted best practice with the staff team. The staff at the service were individually recognised and won awards for their care and dedication. The registered manager had been nominated and was a finalist in the British care awards in the home care registered manager category for their dedication and hard work. Staff were dedicated, involved in multidisciplinary meetings and gave ideas to produce better outcomes for people and to achieve person-centred care. Staff strongly believed in and consistently lived out the organisation’s ethos, which enabled people to receive truly person-centred care. A staff member commented, “I enjoy working with the people and building relationships with them. I love helping them achieve their goals and seeing them succeed.” There was a cycle of learning, improving and always striving for the best care and support for people's needs so could be met effectively. Another staff member commented, “Keyfort directors and management genuinely care about the people and staff. This company is different from any other care company I have worked for. You are never alone at Keyfort, any sign of being stressed and someone is there beside you helping you.” Staff were consulted and involved in the running of the organisation. For example, they had been given demonstrations and asked to give their feedback about a new software system that was being considered, before it was introduced to replace a previous system that had not been as effective. People using the service were involved and their ideas and suggestions were put into action. For example, a writing competition had taken place at Christmas at the suggestion of a person using the service. Several staff had worked with the organisation for years and had been encouraged and promoted to leadership positions.

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. A relative commented, “I think what is very positive about Keyfort, is their structure which is very clear. If I have an issue I know who to talk with about that issue. I do feel there is guidance, and the structure, roles and responsibilities are very clear to the family.” All people, relatives, staff and professionals said the registered manager was “very approachable.” Staff members’ comments included, “Senior managers are always on hand to support”, “All managers are very approachable and always listen to any concerns or suggestions” and “We have a fantastic and approachable service manager and registered operations manager.” There was a culture of learning and the registered manager was passionate about learning and development and they sourced additional training for staff to give them insight into peoples’ conditions and to help them continue with their personal and professional development.

The provider fostered a positive culture where people 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 where staff were able to raise items for discussion.

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who work 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 regular quality checks carried out.

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. A professional commented, “Staff follow the advice we provide, and our aim is to prevent hospital admissions which the care team are able to do.” The management team were exceptionally positive about their links with local partners and health and social care teams. Management attended local provider forums to share good practice. The provider and registered manager had grown their networks with partnership agencies and charities. They took a very pro-active and practical approach to involving themselves in local and national projects and initiatives to network and follow best practice to achieve the best outcomes for people they support. By working alongside forums such as for neurodiversity and obtaining specialist support for example with psychology students, this had a very positive impact on how the service cared for people, promoting staff understanding and positive outcomes for people, whatever the level of need. The provider and registered manager arranged parties and social events for people using the service and involved them in initiatives to give back to the community.

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. 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.