Kinetic Nursing Services

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 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 good. At this assessment the rating has remained 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 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 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. The shared direction and organisational values of the provider were integrated into supervision and appraisal discussions with members of staff. This ensured the organisational vision, values and culture was implemented and supported by members of staff throughout their work. The management team used their electronic information system to provide important organisation updates directly to members of staff. They also used another email and text messaging service to ensure rapid, consistent communication across the workforce, particularly when updates needed to reach all members of staff at the same time. The provider promoted a family feel and approach to supporting the workforce which was, in turn, used by members to support each other. There was a focus on empowerment and development of members of staff through a person-centred and holistic approach to continuous improvement. The provider offered genuine opportunities for members of staff to be involved in shaping their experience as an employee and how the service is structured and delivered. They had developed the ‘Carer Council’ which is an inclusive forum attended by members of staff and the management team. The Carer Council helped to ensure open and constructive engagement throughout the organisation. The Carer Council had discussed and agreed pay rises, uniforms and annual leave allocation for the entire team of staff. There was evidence the Carer Council helped to create an inclusive working environment and help reinforce a consultative approach between the provider and staff. This gave members of staff a real voice and demonstrated the provider’s commitment to fulfilling their core organisational values of compassion, investment in people and respect and partnership.

The provider had exceptionally 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 always did so with integrity, openness and honesty. The provider was well organised and people, at all levels, were empowered to lead others to support a culture of quality and improvement. The service was led by a skilled and dedicated registered manager who had been involved in leading the organisation for nearly 30 years. The registered manager and the management team developed and supported a culture of continuous service improvement through modelling excellence in their expectations, leadership and outcomes for people. For example, members of the management team supported staff teams to overcome challenges when delivering complex packages of care through practical support, modelling expectations and exploring creative solutions to ensure appropriate and effective care which supported improved outcomes for people. Members of staff were supported by the registered manager and the management team to learn, grow and develop so they were able to excel in their roles. There was excitement and passion from the team about all the work they do to support people. A member of staff told us, “From day one, I was welcomed with open arms and supported every step of the way. I have grown whilst Kinetic Nursing Services, both personally and professionally. The culture within the organisation has always encouraged development, ambition and continuous improvement. Throughout my journey, I have been mentored by the registered manager and the senior management team, who have helped me to believe in myself and given me the confidence to achieve more than I ever thought possible.” Another member of staff said, “I am so grateful to Kinetic for giving me a chance despite from been a person from a different background. They took me on, supported me to access numerous training courses and if wasn't sure and confident about certain things, the door was open for further training. No one judges you but they make sure you get the help you need until you can confidently do your job effectively and efficiently. I have grown so much in the past 2 years and I now carry out processes I never even dreamt of being able to do. Above all, I carry them our confidently because adequate training is given and the management team shows they trust and believe in us.”

The provider was exceptional at fostering a positive culture where people knew they could speak up and their voice would be heard. The provider had whistle-blowing policies and processes in place which were support by a ‘Carers council’. This was an approach the provider took to ensure member of staff feel valued, listened to and empowered to raise any concerns. The meetings were an open forum for staff to vent, have a safe place to talk and to build and develop the relationship between management and care staff. Staff teams had a monthly meeting with their lead care co-ordinator to raise any issues or report concerns. A member of staff told us, "There are frequent meetings where staff members are encouraged to speak freely about issues related to any package and also, the office team is very accessible. We call them all the time even during out of hours and they get things done as requested. Members of staff are involved whenever there is a new development in the service."

The provider valued diversity in their workforce. They had an inclusive and fair culture which had improved equality and equity for people who worked for them. The provider had policies and processes in place which ensured members of staff were treated fairly, equitably and with respect at all stages of their employment. Leaders were committed to upholding staff human rights and ensured everyone felt valued, safe and supported at work. Expectations around dignity, respect, equality and professional conduct were clearly set out in the staff handbook and reinforced through regular staff and team meetings, supervision and appraisals. The wellbeing of the workforce was actively promoted. Leaders held regular staff and team meetings, regular staff surveys, and 6-monthly supervisions and appraisals, which provided structured opportunities to discuss workload, wellbeing, inclusion and any concerns. Members of staff were encouraged to speak openly. Where issues were identified, leaders acted and reviewed the impact to ensure improvements were sustained. The provider was committed to workforce diversity and inclusive practice. Recruitment and workforce decisions were fair, transparent and values-based, they supported equality of opportunity regardless of protected characteristics. Member of the management team conducted ongoing work–life balance checks for members of staff which allow identification of early signs of fatigue, stress or competing pressures. This approach helped to ensure members of staff felt listened to, supported and able to maintain a healthy balance between work and their personal lives.

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 always acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate. The provider attended regular monthly meetings with the registered manager to review quality and performance. There was an annual management review process where overall performance of the service was discussed and objectives for future development agreed. The governance arrangements in place were strengthened through regular management reviews, recognised best practice and certification which demonstrated a structured and quality-focused approach to risk management and continuous service improvement. The registered manager had daily meetings with staff and team leaders which ensured they maintained regular oversight of the service. There was protected time each day to ensure the management team were able to meet and discuss the service.

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 had developed positive links with local communities and services in the areas where people they supported lived. The management team had developed partnerships and networks with other providers to improve outcomes for people and grow the business. A healthcare professional told us, "It has been a pleasure to work with Kinetic Nursing Ltd and they have made a genuine difference to my client’s daily life. The client they work with is very challenging both physically and behaviourally but the team remain kind, patient, and respectful even during the most difficult of times. Their approach is person-centred and caring and they have worked hard to understand the client and to accommodate their needs following their brain injury. Communication with the agency is always prompt and supportive, and they work well alongside the therapy team. It’s clear they care about the quality of support they provide."

The provider had focussed 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. The provider was committed to innovation and continuous improvement. Learning was identified from regular staff meetings, staff surveys and staff reviews, alongside audits, incidents, feedback and governance processes. This information was used to strengthen systems and improve outcomes for people using the service. The provider actively invested in digital solutions which enhanced quality, safety, responsiveness and oversight. This enabled members of staff and the management team to focus on delivering safe, person-centred care. As a result of this learning, the provider had implemented an improvement plan focused on digital transformation and was in the final stage of transitioning from paper-based systems to fully electronic systems.