Jadee's Nursing Agency

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. At this assessment the rating 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 68 (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 understood the challenges and the needs of people and their communities. However, they did not have a clear shared vision, strategy and culture which was based on transparency, equity, equality and human rights, diversity and inclusion, and engagement. The registered manager, who was also the provider’s nominated individual and company owner, told us they were committed to continuous improvement of the service and were taking steps to embed their vision and values but had recognised they needed support to do this.

This included recent appointments for an office care manager to support them in the day to day running of the service and a business manager to assist them with functions such as legal and human resources. At the time of the assessment, it was too early to assess the effectiveness of these appointments.

We found some areas of the service needed more formal systems and a greater understanding of the electronic system that was in place. A previous office care manager had overseen this and when they left there were gaps in the leadership teams’ knowledge and understanding. We noted that the registered manager and leadership team were booked onto advanced training for using the electronic system to improve their understanding, which would make oversight and governance simpler, supporting their plans to develop the service.

Leaders understood the context in which the provider delivered care, treatment and support. They embodied the culture and values of their workforce and organisation. Leaders had the skills, knowledge, experience and credibility to lead effectively, and did so with integrity, openness and honesty.

The registered manager and leadership team were involved in the day-to-day running of the service, through providing care to people on a regular basis alongside the rest of the staff team. This meant they were aware of people’s needs and had oversight of any issues or challenges to resolve.

Staff told us the leadership team were visible and supportive. One staff member said, “We have access to them at any time to pass information across.” Another shared their positive experience, “The leadership at Jadee’s is exceptional, they are accessible, responsive, and truly care about both staff and service users. The agency fosters a warm and inclusive culture where teamwork thrives. I feel heard, supported, and genuinely valued. Staff morale is high, and this is reflected positively in the quality of the care we deliver.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Systems were established for all staff to speak up if they needed to and to share any concerns. One member of staff said, “It’s a good place to work, I am able to speak freely.” Another shared, “The staff morale is amazing. I feel valued by the team because when I give an idea or input, it is recognized. Our teamwork is excellent, there is effective communication between the team, and everyone’s opinion is heard.”

All staff had been provided with training and information on whistleblowing during their induction and had access to the provider’s whistleblowing policy. Whistleblowing is the act of raising concerns about those who are vulnerable e.g. people who use the service, colleagues, or the wider community, protecting them from potential harm, risk, malpractice, or illegal activities within a social care setting.

Staff felt confident that any concerns raised would be taken seriously and investigated. We found where concerns had been raised, they had been investigated fully with outcomes shared with relevant people. The registered manager told us they encouraged staff to share any concerns and acted on all information received.

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 provider ensured staff had fair treatment and equal access to opportunities, regardless of any protected characteristics. Staff mentioned the culture of the service was good, morale was high, and there was an inclusive environment where they felt welcome. One member of staff shared, “I would wholeheartedly recommend working for Jadee’s Nursing Agency. The team is compassionate, professional, and dedicated. Together, we strive to provide the highest standard of care, always putting our clients' needs at the heart of everything we do.”

The provider did not always have clear responsibilities, roles, systems of accountability or good governance. They did not always act on the best information about risk, performance and outcomes, or share this securely with others when appropriate.

Legal and regulatory requirements at the service were met. Leaders reviewed KPIs (key performance indicators) for service information such as punctuality, cancellations and staffing matters on a quarterly basis, providing good oversight. Whilst regular audits were completed in areas such as medication and care plans, these were quite basic and could benefit from further detail to ensure areas for improvement were identified and promptly acted upon. For example, the need for more detailed risk assessments and person-centred documentation had not been identified in the existing audits. We were encouraged that after our initial feedback from the first site visit the registered manager had contacted relevant stakeholders such as the local authority for support in this area.

The registered manager acknowledged that there had been disruption at times in the service due to staffing changes, rota inconsistencies and not having enough resources in the office to support with effective monitoring and oversight of visits. They had taken steps to address this through active recruitment. This was ongoing to ensure there was enough staff both care and office based to meet people's needs, cover absences, sickness and provide continuity of care. In addition, an office care manager had recently been appointed to provide stability and support to the registered manager and within the service.

The registered manager gave assurances that they would strengthen their systems going forwards, using the functionality of their new electronic systems such as automated alerts and reports.

The provider understood and carried out 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 leadership team had established good partnership working with various organisations and external stakeholders to provide positive outcomes for people. They knew who to contact if people required additional support from other healthcare professionals such as GPs, district nurses and hospice staff.

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 registered manager had plans to further grow and develop the service; they kept themselves up to date with best practice within the health and social care sector and disseminated information to the staff team. They attended meetings with other stakeholders, providers and managers to share ideas regarding how they managed their services and where improvements could be made.