MemoryJane Healthcare 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 leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture.

This is the first assessment for this service. This key question has been rated requires improvement.

This meant the management and leadership was inconsistent. Leaders and the culture they created did not always support the delivery of high-quality, person-centred care.

The provider was in breach of the legal regulation relating to the safe recruitment of staff and notifying CQC of incidents which had occurred.​

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 and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities. As part of the induction process the provider’s aim ‘To provide a consistent, reliable high-quality care service that puts the needs of the individual and their families first’; and the mission statement ‘MemoryJane Healthcare will use its position as a care service provider to deliver high quality supported living services in close collaboration with Hampshire County council and beyond to enable the people we support to live healthier, happier, and more independent lives.We believe in providing quality care to service users living in their own homes and become the leading domiciliary care provider nationwide by 2027’, were shared with staff.

The registered manager and provider understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. There were clear roles within the management team which included the registered manager supported by the nominated individual, team leaders and an office staff team. Discussions showed the management team knew service users and staff individually. A staff member said of the management team, “Really good. Visible and approachable. If any questions, I will contact them and they help in any way.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Most staff said they felt able to raise anything with the management team and felt they would be listened to. Anonymous staff surveys had been completed and also showed that most staff felt listened to. The registered manager understood some staff may feel less able to raise concerns due to their legal work status in the UK. They said they worked to encourage staff to raise concerns. Staff were provided with information via a monthly newsletter and the provider’s internal intranet system.

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 registered manager described how they sought to minimise the ‘cultural shock’ for staff who had not previously lived or worked in the UK. A newer care staff member said, “Management team are always checking in with us and offering help.” Events had been organised to support staff to understand each other’s cultures.

The provider and registered manager had been unaware of some aspects of their legal requirements in relation to legislation and regulations which govern health and social care providers. CQC had not been notified of all significant events such as safeguarding concerns and falls resulting in injuries. The registered manager submitted these following the site visit. There was a duty of candour policy in place and this had been followed. Some essential pre-employment checks had not been fully completed. Following discussion with the provider and registered manager they confirmed they were now fully aware of these requirements and acted to obtain the missing information. There was no evidence of harm to service users. Not all staff felt able to raise concerns with the management team or have confidence that action would be taken. A service improvement plan was in place to identify, promote and monitor that any necessary improvements were being made. Where we identified areas for improvement prompt action was taken.

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 management team expressed an open positive attitude to receiving support and understood how and where they could access support. External professionals were very positive about the service.

The provider understood the need for continuous learning, innovation and improvement. There were processes for seeking and reviewing feedback from people, family members and staff, accidents and incidents and complaints to ensure learning was implemented leading to overall service improvement. The registered manager described how they had learnt from a complaint that they should not ‘over promise’ and provide only what they were commissioned to undertake. The registered manager also explained that since starting the business they have learnt a lot and gave examples including pre assessments and risk assessments which had changed and new systems implemented in response to issues which had arisen.