MJ Home Care Staffing 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 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 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 provider had a set of six core values which everyone worked to. The values were, trust, respect, privacy and dignity, equality, independence and empowerment. Staff spoken with were aware of the values. One member of staff said, “We provide individualised person-centred care. We work to the core values.”

Professionals felt the service worked well with them. They told us, “I have consistently found them to be professional, open and collaborative in their approach.”

Family members praised the management of the service. One family member said, “The key is communication and openness and we have that. They are very easy to contact and long may that continue."

The provider had inclusive leaders at all levels who understood the context in which they delivered care 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.

Family members felt the service was well managed and they continued to feel involved. They told us, “The managers deal with things immediately. [Relative’s name] is living their best life now and we don’t worry at all. There is a good level of cooperation with management, everyone is lovely. The carers send us pictures each day and update us – it’s very reassuring because they can’t tell me.”

Staff praised the provider, registered manager and senior team. One member of staff said, “Such a brilliant management team. So dedicated and supportive."

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

All staff said they would be able to speak up and all felt they would be listened to. Staff said there was a no blame culture which meant they would be happy to share any mistakes with senior staff. One member of staff said, “Absolutely would report any mistakes. It’s all about people’s wellbeing, that’s what’s important."

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.

Staff felt they were treated fairly by the provider and their colleagues.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care and support.

The staffing structure ensured there was clear lines of responsibility and accountability. Staff received training in line with their job role which led to an efficient and high-quality service.

The provider had audits and spot checks in place to enable care to be constantly monitored and improved where necessary.

At the end of each year a quality assurance report was written to outline the feedback through the year and plan actions to make changes as needed.

The provider had a contingency plan in place to make sure any unforeseen circumstances could be dealt with without placing people at risk.

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.

People were supported to keep in touch with families and friends to help them to maintain relationships outside the service. Staff worked in partnership with people and their families to make sure people received the care and support they needed.

Staff worked with people to ensure they were part of their communities and able to access facilities nearby. One family member said, “They live in a small community, and their core team facilitate social mixing. They go to the local shop, and all the staff know them which they love."

The provider focused on continuous learning, innovation and improvement across the organisation. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people.

Staff spoken with were passionate about providing care that was individualised to each person and enabled them to live fulfilling lives. Staff said they were supported by the agency to develop their learning and skills to achieve this and provide high quality care.