JCT Home Care Consulting Ltd Trading as Visiting Angels West Leicestershire

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 newly registered service. This key question has been rated

Outstanding. This meant service leadership was exceptional and distinctive. Leaders and the culture they created drove and improved high-quality, person-centred care.

This service scored 93 (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 very clear shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and an exceptional understanding of the challenges and the needs of people and their communities.

The registered manager’s vision and values were fully known, understood, and consistently demonstrated by staff. Staff repeatedly told us about the registered manager’s unique approach to care and how the principle of “the importance of family” had been instilled in the way the service operated. This ethos shaped daily practice, with staff describing how they were encouraged to treat every person with the same warmth, respect, and commitment they would offer to a member of their own family. It created a culture where people felt genuinely valued, supported, and cared for, and where staff took pride in delivering exceptional, person-centred care.

This family‑focused approach was also reflected in how staff worked together and how they were supported by the management team. Staff told us they felt appreciated, listened to, and cared for, which strengthened teamwork, boosted morale, and enabled them to provide consistently high‑quality care. This positive culture ensured people benefitted from a stable, motivated, and compassionate staff team who were fully aligned with the provider’s values.

A staff member said, “The vision and values of the service are clearly built on a foundation of kindness, compassion, and servant leadership. The leadership team operates with the belief that they are at the 'bottom of the pecking order,' placing the staff and the clients as the true priority. This isn't just a philosophy; it’s lived out daily in how management supports us prioritising our wellbeing and happiness so that we, in turn, can provide the highest quality of care to our clients. They value us as individuals, not just as employees, and that culture of respect is central to everything we do.”

During the inspection, the registered manager consistently spoke exceptionally highly of all the staff. They showed great appreciation, value, and respect towards every member of the team. This demonstrated a leadership style rooted in genuine gratitude, trust, and recognition, which fostered a positive culture where staff felt proud, motivated, and supported in their roles. Such visible appreciation from the registered manager contributed to strong staff morale and a shared commitment to delivering exceptional, person‑centred care.

The provider had exceptionally 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. Leaders had the skills, knowledge, experience and credibility to lead effectively. They always did so with integrity, openness and honesty.

The registered manager was highly experienced and demonstrated an exceptional management and leadership style. They were consistently praised by people, relatives, staff and external professionals for their kindness, approachability, and unwavering support. One relative told us, “I speak to the registered manager very regularly and they always know exactly what’s happening with my relative’s care.” Another described them as, “A very lovely person who has lots of passion and energy.”

Staff also spoke with great admiration for the registered manager, repeatedly highlighting their exceptional leadership and the genuine support they provided. The registered manager was frequently described as “approachable, understanding and supportive.” Staff told us they felt valued, respected, and that their wellbeing truly mattered. Several staff shared examples of the registered manager offering personal support during difficult times, reflecting a culture of compassion that extended beyond the people using the service. Many staff told us the registered manager was “the best” they had ever worked with.

Between 2024 and 2026, the service demonstrated sustained excellence in staff support, workplace culture, and quality of care, earning significant regional and national recognition. This achievement reflected the outstanding leadership of the registered manager and the positive, empowering culture they had created.

Staff were valued and recognised for their work. The registered manager acknowledged that staff were central to the success of the service and ensured their efforts were meaningfully rewarded. For example, an “Angel of the Month” was celebrated for their contribution and presented with a gift and certificate. The registered manager told us, “We frequently buy gifts and shower the Angels with recognition, whether that is because they have demonstrated our ‘above and beyond’ mantra, we have received wonderful feedback from clients, or it is their birthday. We also reward the Angels with a paid day off for their birthday.”

This thoughtful and consistent recognition created a positive, motivating culture where staff felt appreciated, valued, and proud of the work they did. It contributed to strong morale, excellent retention, and a team that was committed to delivering exceptional care.

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

Staff had clear policies and procedures to support them in speaking up. They told us they felt confident raising concerns and knew they would be listened to without fear of negative consequences. A staff member said, “I have no concerns about raising any issues or concerns, I’m confident the registered manager would be professional and take the right action. The registered manager has an open-door policy and encourages us to raise any concerns.”

During our inspection, we observed staff visiting the office and saw the positive, respectful interactions between them and the registered manager. The relationship was warm, equal, and grounded in mutual trust. The registered manager showed genuine interest in staff, taking time to listen, offer support, and acknowledged their contributions and showed appreciation. This created a workplace culture where staff felt valued, empowered, and confident to speak openly, which in turn supported the delivery of safe, high‑quality care.

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 had developed a workplace where all staff were treated with respect and fairness, and this was consistently confirmed by staff. One staff member told us, “All staff are recognised for their contribution and are treated equally.”

The registered manager also described how they supported and encouraged staff development, ensuring opportunities were accessible to everyone regardless of background or role. Staff told us they were offered training, mentoring, and progression opportunities that helped them grow in confidence and develop their skills. This commitment to inclusion and professional development contributed to a positive, motivated workforce and a culture where staff felt valued, empowered, and able to thrive. A staff member said, “I can honestly say I have never worked for a care company like visiting angels. The staff truly do care, and I love my role in the team and hope to progress further within the company.”

The registered manager told us, and staff confirmed, that reasonable adjustments were made to support staff in their roles. This included adapting working hours, providing additional supervision, and making practical adjustments to ensure staff could carry out their duties safely and confidently.

The provider had an equality and diversity policy that reflected the requirements of the Equality Act 2010. This policy protected both staff and people using the service from discrimination and promoted a culture where everyone was treated fairly, with dignity and respect. Staff told us they felt the policy was actively upheld in practice and that the service championed an inclusive and supportive working environment

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver high-quality, sustainable care, treatment and support. They always acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

The provider had invested significantly in strengthening systems and processes that assessed, reviewed, and monitored quality and safety. Governance procedures were robust, providing clear visibility of performance and enabling swift, effective action where improvements were identified. These systems supported continuous learning, ensured risks were well managed, and helped maintain consistently high standards of care across the service.

The registered manager had developed, embedded and sustained effective and robust procedures that continually monitored the effectiveness of the service. Regular audits, spot checks, and reviews of care documentation were carried out, and any areas for improvement were promptly addressed. The registered manager used these findings to drive learning, share best practice, and implement changes that enhanced people’s safety and experience of care. This proactive approach meant the service continually evolved, remained responsive to people’s needs, and consistently delivered high‑quality, person‑centred support.

A service improvement plan, developed from audit and oversight procedures and their outcomes, supported the management team to remain focused and continually drive improvements. This demonstrated a well‑led and reflective service that used quality assurance processes not just to identify issues, but to proactively enhance practice, strengthen systems and ensure people consistently received safe, high‑quality care.

The provider demonstrated exceptional partnership working with health and social care professionals, community organisations and emergency services. This ensured people received coordinated, holistic support and that risks were managed collaboratively and effectively.

External professionals told us their experience of working with the registered manager and staff was consistently exceptional. Comments included, “The registered manager is dedicated to providing the highest standard of care and demonstrates their passion for this. They are professional and hardworking.”

Staff told us they felt confident raising concerns, sharing ideas and suggesting improvements. They described the leadership team as approachable, visible and genuinely interested in their wellbeing and professional development.

The provider regularly reviewed new technologies, community initiatives and best‑practice guidance, adopting these where they improved safety or enhanced people’s independence. For example, digital care planning tools were used to improve accuracy, reduce duplication and ensure real‑time updates were available to staff.

People and relatives were meaningfully involved in shaping the service. Feedback was routinely gathered through surveys, reviews, care plan meetings and informal conversations. The provider analysed this feedback and used it to make improvements, demonstrating a genuine commitment to co‑production.

Staff retention was excellent, supported by strong leadership, high‑quality training, and a culture where staff felt valued. Several staff told us they had stayed with the service longer than in previous roles because they felt respected, supported and listened to.

The provider clearly understood and carried out their duty to collaborate and worked in partnership, and services worked seamlessly for people. They always shared information and learning with partners and collaborated for improvement.

The registered manager and staff team had developed excellent relationships with external health and social care professionals, as well as local community organisations. This was evident by the consistent excellent feedback received from external professionals. The service was significantly praised for their outstanding care and the positive impact on people and their relatives. This collaborative approach ensured people received coordinated, holistic support that met their needs effectively.

People’s care records clearly demonstrated how responsive staff were to changes in individuals’ care needs, showing both proactive monitoring and timely reactive action when concerns arose.

The registered manager’s commitment to supporting people to be active citizens within their local community, and the positive impact this had on people’s wellbeing, was clearly evident. They consistently encouraged and facilitated opportunities for people to stay connected, participate in community life, and maintain meaningful relationships, which significantly enhanced people’s confidence, independence, and overall quality of life.

The provider had a strong focus on continuous learning, innovation and improvement across the organisation and local system. They always encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe, effective practice and research.

An example of innovation and the registered manager’s continued commitment to improving the service was their progress in introducing a digital health monitoring system that enabled staff to complete comprehensive health checks in people’s homes. This technology helps identify early signs of deterioration, supports timely escalation to healthcare professionals, and provides secure, up‑to‑date information that can be shared with people, families, and GPs.

The service had been repeatedly acknowledged for its employee centred approach, winning major awards including, Excellence in Employee Engagement and Best Employee Benefits Package at the Great British Workplace Wellbeing Awards. The service was also ranked in the Top 50 Inspiring Workplaces in the UK Ireland ranking 9th in the large business category. They also won the UK Company Culture Award for Most Innovative Culture, reflecting a strong commitment to staff wellbeing, retention, and development.

In 2025, the service won Dementia Care Employer (Community) at the Dementia Care Awards. This recognition celebrated the dedication, skill, and compassion shown by every care worker supporting people living with dementia. The judges commented, “Visiting Angels demonstrated a genuine passion for delivering a holistic service that thoughtfully considered the needs of the people supported, their families, and the care staff. They consistently placed care staff at the top of the hierarchy, firmly believing they were the cornerstone of the work. It was lovely to hear what Visiting Angels are doing.” This award reflected the service’s commitment to compassionate, creative, and person‑centred dementia care. It recognised the contribution of every “Angel” who made a meaningful difference each day.