K&R 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

The service had a registered manager in post. Care staff felt supported by the register manager and office team. Staff felt confident sharing their views and providing feedback about how the service was run.

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 registered manager, senior staff and the care team had a shared direction for the service. One member of staff told us, “The K&R Care agency is trying their best.”

The provider’s mission was set out in the staff handbook issued to all staff. The service’s shared direction was discussed at team and supervision meetings.

Staff felt supported by the registered manager and office team. One member of staff told us, “I feel that K&R Care management are capable, compassionate and inclusive.”

Staff were supported by service leaders. In addition to supervision, appraisal and team meetings, staff had access to a 24 hour confidential helpline. This meant the provider supported the well-being of staff.

Staff felt able to share their views about the service with the registered manager.

Staff surveys were carried out to gauge staff feeling and invite ideas for improvements to the service.

People came from culturally diverse backgrounds. The staff team supporting them were similarly diverse. Staff were treated equally, and their protected characteristics were respected. One member of staff told us, “I do believe K&R Care supports diversity & inclusion within the work force.”

Because of its diverse staff, the provider had the ability to match staff to meet a number of religious, language and cultural needs.

The registered managers and office staff were registered nurses and undertook the training required to maintain their registered status. They ensured good governance of the service by ensuring policies were up to date and the service delivered in line with them. The registered manager coordinated a system of quality audits to ensure that the standard of care and support met expectations.

At our last inspection we found that systems had failed to identify omissions on e-medicines records where staff had not always signed to confirm they had administered medicines. This was a breach of regulation 17 (Good Governance) of the Health and Social Care Act 2008 (Regulated Activities) Regulations 2014. At this inspection we found improvements had been made and the provider was no longer in breach of regulation 17. Since the last inspection the provider had upgraded their auditing systems which alerted them if any staff had not signed as having completed any aspect of planned care. For example, if medicines had not been confirmed as administered on electronic medicines records, the office was alerted. This enabled the registered manager to take prompt action. The registered manager undertook a range of quality audits. These included care records, staff training and the delivery of people’s care and support.

People were provided with the support they required to engage with community health and social care services.

The manager and staff made referrals to health and social care services when required. This meant people’s health needs were met in a timely manner.

Healthcare professionals were positive about their collaborative work with staff in identifying, assessing and meeting people’s needs.

The service worked collaboratively with people, their relatives, healthcare professionals and other providers. This enabled people to attend day services and receive specialist support where required.

The registered manager promoted a learning culture within the service. This included needs-specific and leadership training courses and the dissemination of training knowledge throughout the staffing team. The provider was represented at a number of health and local authority forums at which information around best practice in care was shared.

Following our last inspection the provider initiated a number of processes to drive improvements. These included training, new IT and auditing systems and implementing an action plan.