Joyous 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 service 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 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 75 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

There was a positive culture at the service. Staff, people using the service and relatives were happy with the agency and felt well supported. Comments from people using the service and their relatives included, “I am very happy with Joyous Care”, “We have confidence in the agency” and “We are happy with this provider and everything is working well.”

The provider had clear aims, objectives and values. Staff understood these and worked towards meeting them. Comments from staff included, “I really enjoy working for Joyous. They always pay attention to staff. They always listen to us and listen to the clients” and “The agency has a strong culture of openness, communication and responsiveness.”

The provider had plans to further develop the service. They had recruited and trained a nurse who specialised in supporting people with a learning disability with the aim of running supported living settings. The registered manager had a good understanding of the requirements for providing this kind of support.

The provider employed capable and inclusive leaders. The registered manager, also the director of the company, was a registered nurse. They specialised in providing complex care and ran training sessions for staff and external professionals relating to this. The deputy manager was a registered learning disability nurse. They were supported by other managers who had a range of experience and qualifications in care.

Staff, people using the service and relatives told us managers were accessible and listened to them. Their comments included, “Communication with the manager is excellent”, “We are always able to speak with managers” and “Managers are supportive and contactable.”

The management team worked alongside staff providing care and observing their practice. The registered manager told us this was essential in getting to know people and making sure their needs were being met.

The provider had procedures to support staff to speak up. Staff undertook training about these and discussed this with each other and managers. Staff told us they felt confident speaking up. A staff member said, “All carers feel comfortable raising issues. Any concerns are responded to quickly.”

The provider supported workforce equality and diversity. There were a range of procedures to protect staff rights. Staff told us their individual needs were met. A staff member explained, “There is good support for flexible working.”

The registered manager told us they had recently implemented a policy around supporting women experiencing the menopause. They also told us staff had been able to take time off work for religious and cultural needs.

The provider had effective systems for monitoring and improving the quality of the service. Managers conducted a range of audits on the service. They had a schedule to ensure that all areas of the service were covered by different regular audits. Managers investigated complaints, accidents and incidents. They used the information from these audits and investigations to plan improvements and develop the service. The provider asked stakeholders for feedback about their experiences.

The provider arranged for an external consultant to undertake an assessment of the service to help them identify where improvements may be needed.

Staff and managers worked in partnership with other professionals. The registered manager had close working links with hospitals, GPs and other care agencies. They shared learning and guidance with others. The registered manager provided training to other companies about the use of equipment to meet healthcare needs.

The provider ensured staff learnt when things went wrong. They provided training and guidance for staff. The provider had a range of policies and procedures which reflected guidance and legislation. They regularly reviewed these to make sure they were appropriate and relevant. Staff understood and had access to these.

The management team had regular meetings to discuss the service and to plan lessons where improvements were needed.