J&C Healthcare Ltd

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 outstanding. At this assessment, the rating has changed to requires improvement. This meant the management and leadership was inconsistent. Leaders and the culture they created did not always promote the delivery of high quality care.

The provider was in breach of the legal regulation relating to governance.

This service scored 62 (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, diversity and inclusion, engagement and understanding challenges and the needs of people and their communities.

The registered manager had clear methods of communication in place to ensure staff received important information. The service statement of purpose outlined its mission to deliver high-quality care to people in their own homes—a goal shared by both the management team and staff.

A relative told us, “So far JC have been invaluable. I am very happy with care to (Person’s name).” One person told us, “They are all a good team, and I feel they have my best interests at heart. I am so grateful to them.”

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. Although we had positive feedback about the leadership team, we did find they had not identified the issues we found at this assessment.

People and relatives knew who the management team were and felt confident in their ability to manage the service. The management team also supported staff to develop in their roles. One staff member told us, “I was getting good reports and (Registered manager’s name) said they would give me a chance at being a field care supervisor. They showed me how to do spot checks and competencies.”

Staff spoke positively about the leadership. Comments included, “(Registered manager’s name) and (Deputy manager’s name) are outstanding managers,” and “(Registered manager’s name) and (Deputy manager’s name) are brilliant, they are very understanding and they are supportive, if there are any problems they will do everything they can to get it sorted, not only work stuff, but in your private life too and all confidentiality is respected.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

People and relatives told us they had no current concerns and that previous issues raised with the management team had been addressed appropriately. However, they also told us the management team did not always contact them regularly to check everything was okay.

The registered manager and records confirmed regular surveys were sent to people, staff, and professionals to gather feedback.

Staff told us, “People come into the office from clients to carers, and the carers can go to them if there is a problem, they (Management team) are there for everyone, clients, families and staff, nothing is ever too much trouble.”

The provider 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 provider had policies, procedures, and training in place to support a fair and equal workplace, free from bullying and harassment. Staff told us they were treated equally and fairly at work.

The provider did not always have clear responsibilities, roles, systems of accountability or good governance.

The service did not consistently act on the best available information about risk, performance, and outcomes, nor was this always recorded appropriately. Systems and processes were not always established or operating effectively. For example, the care plan audit process was not fully embedded.

People’s records were not always accurate, complete, or up to date. Some contained contradictory information, while others lacked clear guidance for staff. Governance processes were not always robust and failed to identify the shortfalls found during the assessment.

Whilst we did not identify anyone who had come to harm, this contributed to the breach of regulation in relation to good governance.

Staff told us the service was well managed. Comments included, “(Registered manager’s name) and (Deputy manager’s name) manage it well,” and “Overall they do brilliantly, they have treated me with respect and welcomed me.”

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.

Staff and leaders worked effectively with healthcare professionals to support the delivery of safe, high-quality care. A professional told us, “They are able to quickly identify areas of need and are able to make referrals to the appropriate agency in a very timely manner.”

We saw records confirming timely referrals to services including Devon and Somerset Fire Service, occupational therapists, physiotherapists, and GP surgeries.

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.

The service actively contributed to safe, effective practice and supported research. On the first day of our assessment, we identified shortfalls in the review of people’s risk assessments. By the second day, the management team had implemented a new process to trial, aimed at ensuring regular reviews were carried out.

A professional working with the service told us, “JC always seem open to feedback and are keen to make changes to service provision to better support their clients.”