J.C.Michael Groups Ltd Brent

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. The rating has improved from requires improvement to good during this assessment. This meant the service was consistently managed and well-led.

The provider was previously in breach of the legal regulation in relation to governance. Improvements were found at this assessment and the provider was no longer in breach of this regulation. The provider had taken action to improve their governance systems and leaders 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. Values of the organisation were embedded into the culture of the service, through team meetings, staff supervisions and observed practice. Staff told us the electronic system for logging client visits had improved.

Staff undertook a range of training and had used this to help ensure procedures were followed to provide people with good quality care. There was regular communication between staff so that they could share their experiences and learn from one another. Systems and processes had been designed in line with the service’s vision and values and focused on people and meeting their individual needs. Managers used supervision and staff team meetings to promote how the service’s vision and values should be achieved through working practices.

Management were inclusive and understood the context in which they delivered care, treatment and support. They embodied the culture and values of their workforce and organisation. Leaders were able to lead effectively with professionalism and honesty. A person told us, “I have a good relationship with the agency and have confidence in the management.”

The provider had a registered manager in post who was supported by the branch manager. Management were responsive when things went wrong. There was an organisational structure in place and staff understood their roles, responsibilities and contributions to the service. Throughout our assessment of the service, management and staff we spoke with acted with openness, integrity and transparency.

Staff spoke positively about the support they received from management. They told us there was a positive morale at the service and they were a valued part of the team. A member of staff told us, “It is a good place to work. I am happy.” Another member of staff said, “Management are good. They are nice and supportive.”

Open communication was promoted between management and care staff. Regular meetings between management and staff provided them with an opportunity to discuss people’s individual support needs and the running of the service.

The agency promoted a positive culture where people felt they could speak up and their voice would be heard. A person told us, “I know the manager and have confidence in them. I have given feedback. I would rate them 10 out of 10 and recommend them.” Another person said, “I think the service is well organised. I consider that it has improved since it became more locally based rather than covering a wider area. This has improved the staffing situation.”

Policies and procedures provided people, staff, and visitors the opportunity to feedback about their experiences of the service. Openness of conversation was encouraged, and feedback was used to improve the service.

Management operated an open-door policy and welcomed feedback from staff.

Staff were able to discuss issues at one-to-one meetings and team meetings. There were procedures for responding to concerns and to support staff to feel confident speaking up.

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. Policies and procedures supported this. Relevant legislation and best practice guidance was implemented to ensure staff were treated in a fair and equitable manner. Recruitment processes supported fair employment opportunities.

Staff spoke positively about working at the service and said that their diversity needs were met. Staff were supported with flexible working conditions, felt discrimination would be challenged and had opportunities to celebrate their diversity.

Policies and procedures were in place for workforce equality, diversity and inclusion. These were implemented through recruitment practices, training, and support for staff.

Our previous inspection found that audits and checks were not always effective at identifying issues. During this assessment, we looked at audits and checks and found that the service had addressed this issue. Systems were in place for assessing, monitoring and improving the service. Audits and checks were carried out to check the running and efficiency of the service to help identify deficiencies and make necessary improvements. Audits included spot checks, supervisions, reviewing people’s care and responding to complaints and concerns. They responded appropriately when things went wrong, learning from these. There were a range of policies and procedures which reflected good practice guidance and legislation.

Management understood and demonstrated compliance with regulatory requirements. They also understood their responsibility to provide honest information, suitable support and to apply duty of candour where appropriate.

Systems were in place to help encourage good working relationships with health care professionals. These relationships helped to support people to receive joined up care.

The service focused on continuous learning and improvement across the organisation and local system. Since the previous inspection, management had taken proactive steps to address issues that were identified and made improvements. Improvement plans had actions and these were monitored and used to drive service improvements and positive client experiences. The culture promoted honesty and learning from mistakes and there was a clear understanding of the need to be open in the event of anything going wrong. Feedback was shared with people and staff to ensure lessons were learnt.

Staff were supported to learn and improve in their role, through training, supervision and staff meetings. Arrangements were in place to obtain feedback from people and staff to help the service learn and improve.