JCT Home Care Consulting Ltd Trading as Visiting Angels West Leicestershire

On this page

• Overview
• Learning culture
• Safe systems, pathways and transitions
• Safeguarding
• Involving people to manage risks
• Safe environments
• Safe and effective staffing
• Infection prevention and control
• Medicines optimisation

Safe – this means we looked for evidence that people were protected from abuse and avoidable harm.

This is the first assessment for this newly registered service. This key question has been rated Outstanding. This meant people were protected by a strong and distinctive approach to safeguarding, including positive risk-taking to maximise their control over their lives. People were fully involved, and the provider was open and transparent when things went wrong.

This service scored 91 (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 strong proactive and positive culture of safety, based on openness and complete honesty. Staff actively listened to concerns about safety and thoroughly investigated and reported safety events. Lessons were always learnt to continually identify and embed good practice.

There were excellent and effective systems and processes in place to ensure that learning was continuous, shared effectively, and embedded into everyday practice. Monitoring and oversight of care delivery were robust and included daily, weekly and monthly audits and checks covering all types of accidents and incidents.

Where areas for improvement were identified, including lessons learnt, this information was quickly communicated to staff. For example, monitoring procedures highlighted that staff required additional training and support to improve the quality and consistency of daily care recordings, particularly in relation to people’s nutritional and hydration needs. Records showed how focussed staff meetings had been arranged to deliver this targeted learning and ensure improvements were implemented in practice. Care records confirmed improvements had been made.

A further example was how the registered manager had identified staff required additional learning to identify the early indicators of sepsis. This is a life-threatening condition that can lead to organ failure and death. The registered manager was working with a local GP service to support staff in learning how to monitor vital signs to spot early warning indicators to ensure timely escalation to healthcare professionals.

Staff described a strong culture of continuous learning. One staff member said, “Reflective practice happens all the time. The management team are always asking how we are and how they can support us. They help us improve but treat everyone as equals.”

As described in the Key Queston Well-led of this report between 2024 and 2026, the service consistently demonstrated excellence in staff support, workplace culture, and quality of care, receiving significant regional and national recognition awards. This further demonstrates the provider’s commitment to sustaining an outstanding learning culture, where continuous improvement, reflective practice, and professional growth were embedded into everyday operations.

The provider always worked with people and healthcare partners to design, establish and maintain safe systems of care, in which safety was always well managed and monitored. They made sure there was always continuity of care, including when people moved between different services.

The registered manager had developed an excellent, well‑established and thorough pre‑assessment process that effectively supported the development and review of detailed care plans and risk assessments. The registered manager and staff described how staff were thoughtfully matched to people, using a personality profile review of staff, alongside a comprehensive assessment of each person’s care needs, preferences, routines, hobbies and interests. This demonstrated a highly personalised and proactive approach to care planning, ensuring people were supported by staff who not only had the right skills but were also well‑suited to their individual personalities and ways of living. As a result, people experienced consistent, relationship‑centred care that promoted trust, comfort and positive outcomes.

Feedback about the pre-assessment process was highly positive. A relative said, “At that initial assessment, they (registered manager) really listened to ‘who’ my relation really was. They identified what would be helpful and useful.” Another relative described how the registered manager visited with 2 staff that they had identified would be a good match for their relation, and they confirmed it was.

We saw multiple examples of how effectively staff liaised with external health professionals as people’s care needs and health conditions changed. This demonstrated a strong commitment to coordinated, person‑centred care and ensured people received timely support and intervention.

This was confirmed by external professionals. Comments included, “I feel the management team have very good communication skills with my team. When the registered manager has raised concerns about people, I have provided them with advice, and they have always followed this up.”

Systems and processes were in place to ensure important information was shared promptly with ambulance crews and hospital staff, supporting safe, consistent, and continuous care. This included working in partnership with the Lions Emergency Scheme. The Lions Message in a Bottle scheme provides a small plastic bottle containing a person’s essential medical and contact information, which is stored in their fridge. Emergency services know to look for it when they see the green cross stickers on the front door and fridge. This helps paramedics access vital details quickly in a crisis, speeding up treatment and reducing risk.

This further demonstrated the registered manager’s strong commitment to proactive, joined‑up care and their determination to anticipate people’s needs in an emergency. By embedding practical, community‑based safety initiatives into everyday practice, the service showed a good understanding of how to protect people, reduce avoidable harm and ensure that vital information was always available when it matters most

The provider worked well with people and healthcare partners to fully understand what being safe meant to them and the best way to achieve that. Staff had a clear focus on improving people’s lives while protecting their right to live in safety, free from bullying, harassment, abuse, discrimination, avoidable harm and neglect. The provider always shared concerns quickly and appropriately.

Feedback from an external professional was extremely positive about the actions taken by the registered manager and staff to ensure people’s safety in complex situations. They described how staff followed safeguarding policies and procedures effectively, keeping the person at the centre of all decisions and ensuring their voice was heard while maintaining their safety.

They further praised staff for their calm and sensitive response to safeguarding concerns and highlighted the quality of communication. This external professional said, “Communication between professionals and with the person being cared for, as well as their family, was brilliant. The care staff were not judgmental of the family situation and showed empathy towards both the person and their relative.”

Staff supported the use of the Herbert Protocol. The registered manager explained how they worked with a person and their relative where there was an increased risk of the person going missing. The Herbert Protocol encourages families and staff to complete a form containing key information such as a recent photograph, medical details, favourite places, and daily routines. This enables the police to access essential information quickly in an emergency and begin searching without delay.

This demonstrated the service’s proactive and preventative approach to safeguarding people at heightened risk. By ensuring vital information was readily available and by working collaboratively with families and external agencies, the registered manager showed a commitment to reducing harm, improving emergency responses and promoting people’s safety, independence and wellbeing.

Staff had received safeguarding training and had access to the provider’s safeguarding policy. Staff were aware of their role and responsibility to protect people from abuse and avoidable harm. A staff member said, “My responsibilities as a care worker are to recognise the signs of abuse and report any concerns immediately to my manager or local authority in safeguarding.”

At the time of the inspection, no person had a Community Deprivation of Liberty Safeguard (DoLS) in place that imposed restrictions on them for their safety.

The provider always worked well with people to fully understand and manage risks by thinking holistically. Staff provided care that fully met people’s needs and was safe, supportive and enabled people to do the things that mattered to them.

People and their family were actively involved in discussions and decisions about how risks were assessed, managed, and mitigated. A relative said, “My relation does have a risk of falling, and we have discussed this in every way. They [staff] work with them to reduce the risk." Another relative said, “I am totally involved in the care plan, and they [staff] made me very aware of any risks involved."

Staff consistently told us how care plans and risk assessments were detailed and up to date. They told us they felt confident they had detailed guidance that supported them to provide safe care. An experienced staff member who had worked for other care agencies said, “Care plans and risk assessments are the most detailed I have ever seen, everything is clear and up to date.”

We reviewed a sample of risk assessments and found the assessment, review and monitoring procedures were robust. Staff had detailed guidance of the actions required to mitigate known risks. Where risks increased or decreased, guidance for staff was amended and any concerns escalated to external health and social care professionals for further assessment and guidance.

There was a positive approach to risk management. This meant people were supported to stay safe while still maintaining choice, independence, and control over their daily lives.

Some people were living with dementia and experienced high anxiety at times, impacting their emotional needs and wellbeing. Staff had received training in dementia, including communication, behaviours of concern and positive behaviour support awareness. This training and detailed care plans and risk assessments supported staff to provide reassuring, personalised care that reduced distress, promoted emotional stability, and helped people feel safe and understood.

The provider detected and controlled potential risks in the care environment. They made sure equipment, facilities and technology supported the delivery of safe care.

An assessment of the environment had been completed to identify and manage potential hazards within the persons home environment, premises and any equipment used. It also considered any known safety risks that may impact the person or staff.

Collaborative working with external professionals further enabled people to live safely and as independently as possible. Staff promoted people’s safety and independence by making referrals to external health and social care professionals for equipment, such as aids and environmental adaptations.

Staff felt safe working in the community. New staff shadowed experienced staff before working independently and were introduced to people before providing care in the first instance.

The provider had a lone working policy and an out-of-office procedure staff could use to contact for support or advice. Staff confirmed this was helpful and supportive.

The provider made sure there were always enough qualified, skilled and experienced staff, who received thorough support, supervision and strong development opportunities. They worked together well to provide safe care that met people’s individual needs.

Robust safe‑recruitment procedures ensured only suitable staff were employed. Staff spoke highly of the induction programme, training, and the ongoing support they received, which were based on well‑known and recognised care standards. A staff member said, “My recruitment and induction process was thorough and well structured, and included role play scenarios that prepared me for real work situations.” Staff received a pay rise at the end of their 12-week induction period as an incentive to complete their training.

Staff were knowledgeable, well trained, and supported through continuous development opportunities. The provider’s training programme was based on Skills for Care a national workforce development body for adult social care in England. It provides evidence‑based guidance, training standards, and workforce intelligence to support providers in developing a skilled, competent, and well‑led workforce.

Staff received opportunities for career development, including support to complete recognised qualifications such as diplomas in health and social care. Staff competency assessments were routinely completed in several areas of care delivery to ensure staff had the skills, knowledge, and confidence to carry out their roles safely and effectively.

The registered manager ensured staff had received relevant training before accepting new care packages. This meant people could be assured staff had the relevant training and were competent to meet their care needs.

The provider had implemented a staff‑recognition scheme known as ‘Wings’, which rewarded and motivated staff for demonstrating high standards of care, professionalism, and commitment. Staff earned ‘Wings’ for meeting set performance criteria, including punctuality, positive feedback, completing training, and upholding the organisation’s values. As staff progressed through the scheme, they received increasing levels of recognition, helping to promote a positive culture and celebrate good practice. During the onsite inspection, staff proudly showed us the ‘Wings’ they had achieved.

Staff were also valued through recognition schemes, including Carer of the Month and the Angel Awards, which celebrated and rewarded outstanding practice.

This demonstrated the registered manager’s strong commitment to building a skilled, confident and motivated workforce. By investing in high‑quality training, structured development and meaningful incentives, the service ensured staff were well‑prepared for their roles and felt valued from the outset. This contributed to a positive culture, high staff retention and consistently safe, compassionate care for people using the service.

Staff consistently reported feeling extremely well supported, valued, respected and listened to by the management team. In response to ‘What is working well’, one staff member said, “The support I receive from both the office team and my fellow caregivers is exceptional; everyone is consistently caring and understanding. This creates a positive work environment where it is clear that the wellbeing of both the staff and the clients is a top priority. I particularly value the open communication culture, where no question is considered too small or ‘silly,’ which helps me feel confident, supported, and better equipped to provide high‑quality care.”

People told us and records confirmed, care was provided consistently by staff who knew them well and had developed positive, trusting relationships with. Care calls were delivered in line with agreed and planned call times. People regarded staff as skilled, experienced and competent. A relative said, “I think the selection process and training is second to none.

The provider assessed and managed the risk of infection. They detected and controlled the risk of it spreading and shared concerns with appropriate agencies promptly.

Staff training records confirmed staff had completed infection prevention and control training. Staff told us they had access to personal protective equipment (PPE). The provider’s infection prevention and control policy reflected best practice guidance.

Regular audits on the use of PPE, hand hygiene and cleaning practices were completed. This meant that best practice guidance could be closely monitored, areas of concern were identified promptly, and appropriate actions were taken to maintain a safe and hygienic environment.

Relatives told us they had no concerns about infection, prevention and control practice. People, relatives and staff confirmed PPE was worn and disposed of safely.

The provider made sure that medicines and treatments were safe and met people’s needs, capacities and preferences. Staff involved people in planning, including when changes happened.

People confirmed they received safe support with their medicines. A relative said, "They [staff] give relation their meds, very efficient they are too, they take a photo of the dosset pack at the beginning of the week, so it's all recorded on the app."

The provider had robust medicines systems and processes. Care plans gave staff detailed guidance on the support required. This included information about each prescribed medicine, how and when it should be administered, and what the medicine was for. Possible side effects were clearly recorded, along with the actions staff should take if concerns were identified. Responsibilities for ordering, collecting, and returning unused medicines were also clearly documented.

The provider had detailed and up‑to‑date risk assessments for high‑risk medicines. For example, anticoagulants (blood thinners) are considered high‑risk because they significantly increase the likelihood of serious bleeding if not monitored and administered correctly. Having clear, current risk assessments meant potential risks were proactively identified and managed, and staff had the essential information they needed to administer these medicines safely and consistently.

People received their ‘as and when required’ (PRN) medicines when they needed them. There was clear PRN guidance in place which told staff when and how to administer these medicines safely. Medicines administration records showed that people received their medicines as prescribed. Where concerns were identified such as people refusing their medicines or difficulties with administration, this was reported to the GP for review and further action.

Staff received regular refresher training, and their competency was assessed routinely. The provider’s medicines policy reflected current best practice guidance. The provider had robust oversight, systems and processes that effectively monitored medicines management.