JL Care Services

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. This is the first inspection for this service. This key question has been rated 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 service shared its vision and values with prospective staff with a welcome letter attached to application forms. Each person, and their relative, where appropriate, received a service user guide. Questions in the quality assurance feedback surveys were built around the service’s values.

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. The registered manager was committed to delivering compassionate care and ensuring staff were too. They explained, “We need to listen to staff, we need happy staff to deliver good care. They are the face of the company.” Staff received induction and shadowing from the registered manager or the assistant manager.

The service fostered a positive culture where people felt they could speak up and their voice would be heard. People, relatives and staff all told us they felt able to speak up. One person explained, “One time [name of staff member] came, we didn’t see eye to eye on something, we both had to sit down and talk about it. I then had to speak to [registered manager] about it. I thought it might be awkward but it wasn’t awkward at all; it was the best thing we did to talk about it, it worked out well in the end.”

The service valued diversity in their workforce. They work towards an inclusive and fair culture by improving equality and equity for people who work for them. The service provided a fair and inclusive culture for staff. Staff were treated as individuals and were supported as such. Staff confirmed they felt supported, valued and respected.

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 act on the best information about risk, performance and outcomes, and share this securely with others when appropriate. The provider received supervision from another local domiciliary provider. They told us, “Lots of collaborative working does wonders to customers out there to know you work alongside another provider. The provider had recently employed a manager to better support a separation of duties and ensure clear responsibilities between roles. This had enhanced the robust governance arrangements already in place.

The service understood their duty to collaborate and work in partnership, so services work seamlessly for people. They share information and learning with partners and collaborate for improvement. The service had developed a good working relationship with the Local Authority and other partner organisations. The service understood the needs of people to stay socially active and engaged in their communities. The service was conscious of ensuring partnership working across all aspects of the local community.

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 contribute to safe, effective practice and research. The service used an electronic system which was able to track and monitor care delivered and ensured oversight of the service. The new manager had started to develop these systems to provide a baseline for improvement. A service development plan was in place, which monitored the aims and actions for service improvement.