KC Care & Social Activities 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.

At our last assessment we rated this key question requires improvement. At this assessment the rating has changed to good. This meant the service was consistently managed and well-led. The management team and the culture they created promoted high-quality, person-centred care.

This service scored 82 (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 very clear shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and an exceptional understanding of the challenges and the needs of people and their communities. Staff at all levels understood the shared vision of supporting people to remain as independent as possible for as long as possible in their own homes.

One staff member told us, “I’d like to acknowledge how KC Care go above and beyond at times for their clients, such as holiday seasons, we deliver Easter eggs to clients and staff members. On VE Day we went round to our clients and sang songs and dressed up in the 40s era. At Christmas we deliver gifts and cards and dress up. All staff go above and beyond at times for their clients and are always doing something with an act of kindness that’s completely out of their job description and sometimes out of their working hours. I truly feel we are a company that cares.”

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. The members of the management team had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.

A staff member said, “Brilliant team, always there for each other to help and give support to each other if needed. Always speak at end of a shift to see how their day has been.” They added, “Knowing there is always someone at the end of the phone and weekly chats with management and other workers.” This had a positive effect on staff morale.

The provider had implemented a paid day off for staff on their birthdays.All staff also had access to BUPA private health benefits which also covered their family members. This provided access to support with mental health, and bereavement and was private and confidential.

The management team were supportive of people who used the service, the staff and each other. Their focus was on the provision of good quality care and support. People knew who the registered manager was. Their comments included, “[Manager’s name]. I’ve met her 2 or 3 times. Very nice”, “Yes, I have met the manager. Approachable” and “The boss, [manager’s name] can be approachable. Listens and talks to me”.

The management team had the skills to lead effectively and recognised where improvements needed to be made and took timely action, when necessary, to mitigate risk and embed learning.

The service fostered a positive culture where people felt they could speak up and their voice would be heard. The provider had policies and procedures to support staff in speaking up and raising concerns. This included up to date policies in relation to safeguarding and whistleblowing.

Staff knew how to raise concerns and gain access to support. Staff consistently told us they felt able to discuss their concerns, views and ideas with the registered manager. One staff member commented, “Very approachable. [Registered manager’s name] always reminds staff to report and document concerns and it’s an open door policy.”

A staff member told us, “We have team meetings around every 3 months. Many things are discussed about our roles as support workers. We can give feedback and raise any concerns or say how things could be made better.”

The registered manager 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 workforce was well supported by the provider. The registered manager was clear in the approach to staff inclusion and equality and staff had received Equality and Diversity training as part of their planned training.

The service considered the protected characteristics of the people they supported as part of this approach. Care planning captured how people’s diverse needs and characteristics impacted their care needs and what adjustments were needed to support them.

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

There were a range of audits, analysis and checks within the service, which supported safety and quality. Risks to people's safety were well managed and monitored. People’s individual records showed follow up actions were taken when needed, to enhance people’s wellbeing with appropriate referrals made to professionals who could provide specialist support.

The management team were clear about their roles and they understood quality performance, risks and regulatory requirements. Accidents, incidents and safeguarding concerns were appropriately reported to the CQC.

The management team 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 registered manager told us about the ways in which they were continually looking to improve the service. The service continually sought to engage with people to improve outcomes.

The provider had a strong focus on continuous learning, innovation and improvement across the organisation and local system. They always encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe, effective practice.

Surveys were carried out with people, relatives and staff to obtain feedback on the service and the care provided. They added had been asked to fill in surveys to feedback about the service. One person told us, “I was asked to fill in a survey. Everything is fine on my side.” Another person said, “Survey filled in. Everything is the same. Everything is OK”. A relative said, “Yes, I have completed a questionnaire.”

There were processes to make sure there was learning when things went wrong and lessons learned were shared with staff to help reduce future risk. The provider had policies and procedures reflecting best practice and these were shared with staff.

The registered manager confirmed care staff were supported to complete ongoing learning and development through training, so they were up to date with regulation and best practice. Staff confirmed they received training and support ,and they felt valued. One staff member said, “I had much confidence starting at KC Care because [registered manager’s name] made it very comfortable and easy from the start. [Registered manager] gave a full description of what my job entailed and started me with training before I was sent out for shadowing.” They added, “I have been doing training and refresher training since starting. I now have a level 2 diploma in health and social care, and level 3 in working with young children.”

Another staff member told us there was, “Strong teamwork. Staff confidence is taught by team leaders and management example.” They said this meant, “Staff are all capable, contacting relevant authorities themselves rather than coming through management.”

The service website provided access to the provider’s main policies, including child friendly versions, as well as the modern slavery statement for the service. The registered manager told us team members were featured on the website, to provide people using the service with peace of mind when identifying staff.

The provider encouraged staff to become ‘champions’ in a range of areas. This included safeguarding champions, dignity champions and champions for the ‘React to Red’ pressure ulcer prevention program. Champions have the role of raising awareness and modelling and promoting good practice in their area of interest. This helped to keep the team up to date with, and aware of best practice.

The provider had also created and recruited to a new role of ‘Hydration Champion’. They had liaised with the appropriate health specialist and to arrange role specific training. The role included visiting people using the service to provide smoothies, drinks, ice lollies and provided time to better anchorage and monitor people’s hydration levels. The provider told us they recognised this was a role that already existed in some residential services, and they had felt this was a need for many people receiving care at home.