Jigsaw Homecare 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 requires improvement. At this assessment the rating has changed to good. This meant the management and leadership was consistent. Leaders and the culture they created supported the delivery of person-centred care.

This service scored 68 (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 vision to support and promote independence and improve people’s quality of life using a holistic approach. Staff we spoke with described how they were supported to deliver person centred care in line with people’s needs and wishes. The management team sought support where needed for people to be supported by advocates and overcame barriers people faced such as social isolation. For example, the provider went above and beyond to help a person source and relocate to a ground floor flat when their mobility had declined, and their property was no longer safely accessible. We saw other examples, such as staff supporting people with the risks of hoarding and staff providing knowledge and support in accessing medical treatment pathways.

We received mix feedback from staff. Some staff stated that not all leaders embodied the culture and values of their workforce and organisation, and leaders did not always have the skills, knowledge, experience and credibility to lead effectively. We raised this with the registered manager who acknowledged they were aware of some of this feedback through staff questionnaires. The registered manager evidenced they had offered a safe confidential space out of working hours for staff to raise any individual concerns, and they had also tried to facilitate team meetings over a prolonged period of time to allow concerns to be raised and discussed but these had not been attended.

Despite the mixed feedback we received about the leaders from staff, everyone we spoke with including people, relatives and staff stated they were confident to raise concerns. The provider had relevant policies in place to support people and staff with speaking up. Staff we spoke with were aware of the whistleblowing policy and how to escalate their concerns to other organisations such as the CQC or safeguarding if required.

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. Staff we spoke with told us about support they have received with flexible working to meeting personal needs such as caring responsibilities. A staff member said, “I would recommend Jigsaw Homecare Ltd, it’s just a brilliant company to work for.” Another staff member said, “I can’t ask for anything more from an employment point of view, the deputy manager is always willing to listen and help.”

The provider did not always have clear responsibilities, roles, systems of accountability and good governance. There were limited quality monitoring processes in place to evidence the management team had a clear view over of the service. This was evidenced under the safe key questions as the provider had not identified the concerns around training. The provider was receptive to the feedback and took immediate steps to implement changes. The provider had a business continuity plan, so they were prepared for emergency situations to ensure people would continue to receive their care. The management team made notifications in line with their regulatory responsibilities.

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. Professionals who worked with the service told us the provider delivered safe care for people living complex health conditions such as Parkinsons and staff followed their professional recommendations.

The provider had a strong focus on continuous learning, innovation and improvement across the organisation. The provider and management team had a clear plan for the future that included upskilling and succession planning. The management team also acted immediately on all areas of feedback given throughout the assessment and were actively looking into networking opportunities to increase their knowledge and learning opportunities in regards to legislation and best practices to ensure people continued to receive safe care.