Joy2care

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 good. At this assessment the rating has remained 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 71 (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 defined vision, strategy and culture, underpinned by values of transparency, equality, equity, human rights, diversity and inclusion. There was a focus on engagement, recognising challenges and understanding the needs of people using the service and the wider community.

Staff were supported to understand these values through a staff handbook, which outlined the provider’s expectations and principles. The registered manager described how recruitment processes were aligned to these values, and selected staff who demonstrated behaviours consistent with the provider’s ethos.

However, some staff reported that communication between office staff, management and care staff was not always effective which meant they did not feel valued.

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.

The registered manager and provider were clearly passionate about how to support people in the community. The provider had introduced new roles to further boost the leadership within the service.

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

The provider had a freedom to speak up and whistleblowing policy in place which detailed confidential ways for staff to raise concerns with the relevant contact details.

Most staff felt confident they would be listened to by management if they raised concerns and also knew how to escalate concerns if necessary. Staff told us, “If I felt the issue had not been dealt with correctly, I would escalate it further, such as to the CQC or the police if there was a risk to someone’s safety.”

The provider demonstrated that they valued diversity within the workforce and promoted an inclusive and fair culture. Systems and practices were in place to support equality, diversity and equity for staff.

Communication with staff was maintained through a monthly newsletter which provided relevant information, guidance and recognition. This included health and safety advice (for example, staying safe during warmer weather), promotion of equality initiatives such as Pride Month and awareness campaigns, alongside messages acknowledging and appreciating staff contributions.

The provider had clear governance arrangements, with defined roles, responsibilities and lines of accountability. These systems were used effectively to support the delivery of safe, high-quality and sustainable care. The provider utilised information relating to risk, performance and outcomes to inform decision-making and shared this appropriately where required.

Oversight processes included regular audits of call times to identify any concerns with punctuality and to ensure visits were aligned with people’s preferences. Travel times were also monitored and reviewed to support efficient scheduling. In addition, competency assessments and spot checks were carried out regularly to provide assurance that people received safe and effective care.

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 registered manager had been working with partners to try and improve the discharge process for people.

The provider had identified a need for a day centre in their community and was in the process of increasing this provision.

The provider demonstrated a commitment to continuous learning, improvement and innovation. They encouraged reflective practice and sought opportunities to enhance outcomes, experiences and quality of life for people using the service.

Systems were in place to identify areas for improvement, including the review and development of processes and audit systems. Where improvements were identified, action was taken. The provider had also introduced digital systems to strengthen oversight and monitoring of the service.

Feedback was actively sought from people who used the service through surveys; responses were analysed and used to inform service improvements.

The provider maintained a service improvement plan which, clearly identified actions, timescales, named responsibilities and progress. We saw evidence that progress against this plan was regularly reviewed and discussed during governance meetings.

The provider also explored various approaches to care delivery. For example, they had piloted a training session with a personal trainer to promote chair-based exercises, supporting people’s physical wellbeing.