Klass Care Ltd Also known as Klass Care

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 assessment we rated this key question requires improvement. At this assessment improvements had been made and sustained, therefore, the rating has changed to 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 79 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The service 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 the registered manager had demonstrated a strong commitment to the provider’s vision and the delivery of high-quality, person-centred care. The team shared a clear sense of purpose and had worked together towards common goals that prioritised people’s wellbeing, dignity, and independence. Staff reported feeling valued and motivated, and understood the importance of teamwork in achieving positive outcomes for people. One staff member told us, “I feel that we are a very good team with very open communication.” The registered manager expressed pride in the dedication shown by the staff team. Robust systems had supported continuous improvement, including regular feedback collection from people using the service and their families. This was done through meetings, surveys, and telephone calls. Feedback was actively reviewed and used to shape and enhance the quality and safety of care delivery.

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. People, their relatives, and staff shared positive feedback about the registered manager. Relatives described the registered manager as knowledgeable, skilled, and experienced in leading the team. One staff member told us, “The registered manager [name] has been and continues to be a fantastic mentor and role model to me.” The registered manager confirmed they followed policies and procedures and had received regular support from the provider. Systems were in place to support staff through regular supervision sessions and 1 to 1 meeting, which contributed to maintaining staff wellbeing and ongoing professional development. Management within the service was described as compassionate, approachable, and inclusive. This fostered a positive culture across the organisation and helped to embed person-centred values in all aspects of care.

The service fostered a positive culture where people felt they could speak up and their voice would be heard.Staff were aware of how to raise concerns and reported feeling supported to speak up when necessary. They had been informed of the appropriate channels to do so, both internally through the provider’s systems and externally, including to the local authority and CQC. Staff expressed confidence in the registered manager’s approachability and responsiveness, and they trusted any concerns raised would be taken seriously and addressed promptly. This level of trust had also been reflected in feedback from people using the service and external professionals, highlighting a culture of openness and transparency. Clear and accessible processes were in place to ensure concerns could be raised safely and effectively.

The service valued diversity in their workforce. They work towards an inclusive and fair culture by improving equality and equity for people who work for them. The provider demonstrated a strong commitment to promoting equality, diversity, and inclusion across the staff team. A clear policy was in place that aimed to create a working environment free from harassment and discrimination, ensuring all staff were treated equally regardless of their protected characteristics. Staff told us they felt accepted, respected, and valued within the team. They described a workplace culture that encouraged openness and authenticity, where they were supported to be themselves and contribute fully to the service.

The service 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. The provider demonstrated clear governance structures with defined roles, responsibilities, and systems of accountability, which supported the delivery of sustainable care. Staff confirmed they understood their roles and responsibilities and knew how their work contributed to the overall quality of the service. Regular audits and quality assurance processes were used to monitor performance, identify risks, and measure outcomes. These systems supported ongoing learning and continuous improvement. Regular checks were carried out on care plans and daily records, and the registered manager-maintained oversight of these audits, ensuring action plans were followed through and completed in a timely manner.

The service clearly understood and carried out their duty to collaborate and work in partnership, and services worked seamlessly for people. They always share information and learning with partners and collaborate for improvement. The service demonstrated an exceptional commitment to collaboration and partnership working, ensuring seamless, person-centred care that truly met people’s diverse needs. There was clear evidence the provider consistently shared information and learning with partners, actively working together to improve services and outcomes. The registered manager confirmed close working relationships with people, their families, and a broad range of external professionals to coordinate care effectively. People and their relatives spoke passionately about the care provided and the significant impact Klass Care had on their lives. In addition to meeting people’s basic care needs, staff ensured a consistent approach to ensuring people’s social needs were also met. One family member told us, “Klass Care has vastly improved life for both me and my loved one.” The service had created robust processes which enabled them to engage meaningfully with the local community and external agencies, providing an integrated, holistic approach to people’s care and support. Staff provided an essential lifeline for people and supported them to build relationships, so they were not socially isolated. Klass Care had proactive involvement in community activities, for example ‘Tuesday Club’ offered escorted transport or easy access via public transport. Originally started as a bingo group, it had evolved into diverse activities such as games and art classes. On a recent visit, people were engaged in painting sunflowers on canvas, with their artwork proudly displayed around the office, gifted to local charities, or taken home. These classes were led by Klass Care staff members who also volunteered companionship and shopping services. People were supported with tea, cakes, a hot lunch (such as fish and chips), and dessert, followed by safe transport home. The club also planned a singing group and trips to a specialist dementia choir who were raising funds for local charities. The service’s community involvement extended to initiatives such as “Plants for Minds’’ supporting people living with anxiety and depression, with staff volunteering to accompany people to events. Klass Care also partnered with a local charity club, where staff contributed additional hours, and clients were invited to local charity club events, including those not currently using Klass Care services. Staff showed compassion and genuine connections with people, as observed during interactions in the art class, marked by encouragement, natural conversation, and affection. One person shared how they benefited from staff organising the clearing of overgrown brambles so they could access and enjoy garden again, they told us this had changed their life and greatly improved their wellbeing. The service motto, “Caring beyond expectations.” reflected their ethos of going the extra mile, not only meeting care needs but also providing emotional, financial, and community support that created lasting positive impacts. Staff supported people to arrange meals and beauty treatments and with household maintenance and transportation, Klass Care fostered a sense of excellence and being truly cared for and valued. Overall, Klass Care had excelled in its partnerships with local charities and community groups, ensuring people could access a wide range of services, events, and recreational activities, enriching their lives and strengthening social connections. A health and social care professional said, "They have gone above and beyond in supporting a person to remain living independently at home. They have been highly professional, proactive, and supportive; a very dedicated care agency."

The service 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 contribute to safe, effective practice and research. The registered manager and provider told us about the ways in which they were continually looking to improve the service. This included proactively identifying shortfalls through their audits and checks, with support from an external company. The registered manager had effectively implemented the providers processes, and this enabled them to lead a safe service. Feedback from external partners reflected consistently positive working relationships, highlighting open communication, responsiveness, and a shared commitment to improving outcomes for people.