JJR Care 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. 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.

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.

The vision and values of the service were clear and promoted people’s rights, choices and independence. This was outlined in their statement of purpose. The provider had a values-based recruitment process to ensure staff were employed who demonstrated their vision and values. The registered manager and service manager ensured staff delivered care in line with those values during regular spot checks, supervision and team meetings.

The management team operated an ‘open door’ policy where people, family members and staff could speak to them at any time to ensure there was an open culture where concerns could be raised and acted upon. Staff were positive about working for the service. Comments included, “JJR Care Ltd are good to work for. I go into my work with high energy and feel valued” and “We are integrated, everyone is like family, the managers and staff are respectful and helpful.”

The provider had 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 did so with integrity, openness and honesty.

The registered manager and service manager had the skills and experience to lead effectively. They were open, honest and inclusive in their working approach. There were clear accountability and decision-making processes to ensure the overall quality of the service was monitored and people, family members and staff continued to be involved in improving it.

The management team and staff knew people well and were committed in improving the service to ensure people received high quality care. A family member told us, “I can recommend them as a care company to others because they are good and the manager is very friendly.” Another family member said, “I can recommend them anytime. Whenever I contacted the office, the manager would respond immediately.”

Staff meetings were held to bring everyone together to discuss their role, responsibilities and service development. The management team also gave staff opportunities to provide feedback on the service through an annual survey. The results of the November 2025 survey were analysed and showed staff were very positive about working for the service and felt valued by the management team.

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

There was a clear culture based on openness and transparency. People told us they felt able to speak to the management team if needed. Staff felt able to speak up and they felt confident they would be listened to. A staff member told us, “I can speak up freely, whenever I need to.” Another staff member said, “I have never had an issue and can speak up at any time. It is an extremely good service to work for.”

A whistleblowing policy was in place that included details on how to raise concerns. Staff feedback was also sought as part of supervisions and staff meeting.

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.

Minutes from staff meetings demonstrated that staff were fully informed about service developments and staff were able to provide feedback at these meetings. The provider encouraged an open-door policy, allowing staff to raise concerns or suggestions comfortably.

Staff told us they felt listened to and included in developing the service. Staff told us they worked as part of a diverse team, with people from different cultures and backgrounds. Nobody had reported they experienced any discrimination in the workplace.

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

The provider had a clear structure for oversight and monitoring including regular feedback from people and family members which was very positive.

The registered manager completed a wide range of audits and checks, which monitored the health and safety, and quality of care provided. There was evidence of a positive culture and commitment to improvement, and any issues were resolved quickly. The provider had systems in place to monitor incidents, safeguarding concerns, and visits times, with no significant concerns identified in these areas.

The provider had installed an electronic management system to provide oversight of the service. Whilst care plans, medicines management records and visit records were still paper based, the registered manager had plans to incorporate all records into the electronic monitoring system once the service had expanded. This would ensure live monitoring of calls and more efficient record keeping.

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 provider had a clear understanding of working with other professionals for the benefit of people who used the service. At the time of the assessment, the service had not made any referrals to health and social care professionals. Agreements were in place for the staff to liaise with family members who would take the lead for any health or social care intervention when needed.

The service demonstrated a commitment to shared learning. Staff meetings were held regularly, and lessons learned from audits, incidents and complaints were shared with the team.

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

The management team were proactive in seeking advice and information from a variety of different sources to learn and develop the service. They shared this with staff with the intention of providing good care and outcomes for people in line with their statement of purpose.

The service had systems in place for learning and improvements with feedback being sought from, people, family members and staff to ensure there was a culture of continuous improvement and to support the registered manager on enhancing overall service quality. Comments from the recent completed satisfaction surveys from people, family members and staff were very positive. A family member told us, “I will not hesitate to recommend the company to anyone I know that needs care.”