Jays Homecare 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.

At our last assessment we rated this key question requires improvement. This key question has changed to 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 service 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 management team shared a strong value base and was committed to ensuring each person received a good standard of support. Staff demonstrated these values throughout their work, which was monitored during spot checks and training. A staff member said, “The [registered manager] is like my work mum. She’s my boss, mum, friend and therapist in one.”

There was a strong culture of promoting people’s rights, and ensuring people were at the centre of their support. This was regularly discussed during staff meetings and supervision sessions. Staff confirmed there was an open, supportive culture and said they enjoyed working for the provider.A staff member said, “We always talk about things and how to improve or make something easier. We always speak to carers and management and ask for any changes.”

The service 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.

We received positive feedback from relatives and staff about the leadership of the service. People were supported by staff and a service where the leadership was inclusive and delivered with integrity. The registered manager and provider were consistent in their leadership which instilled confidence and compassion in the staff team. The registered manager said, “The staff are like family, I can’t speak highly enough of them. I am so proud of them and proud to be their manager.”

The registered manager understood their responsibilities under the duty of candour and the requirement to submit notifications to CQC.

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

There was a culture of openness and transparency within the service. People told us they felt comfortable speaking up if they had any concerns. Staff were confident in how to raise concerns and where to access support. Whistleblowing means reporting wrongdoing, misconduct, or unsafe practice within an organisation.

There were established procedures to ensure there was regular communication between staff and the management team. Relatives told us they would feel able to raise a concern if needed. They said they would speak to a staff member or contact the office directly.

The service valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who worked for them. There were appropriate policies to support equality and diversity. Staff did not report any concerns and felt well supported.

The service 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.

There were robust auditing processes and governance systems in place to monitor the quality and safety of the service. Regular spot checks were also completed with staff to ensure they continued to meet the service’s expectations. These audits, systems and processes provided the registered manager with clear oversight of the service and people’s experiences.

The service 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 worked with other healthcare professionals and shared information when required to help ensure outcomes were positive for people using the service.

The service 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.

A continuous improvement plan was in place to monitor progress and ensure any required developments were implemented. Since the last inspection, the provider had taken effective steps to strengthen the quality of the service.