Jaysh 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. 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. The provider was previously in breach of the legal regulation in relation to good governance. Improvements were found at this inspection and the provider was no longer in breach of this regulation.

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. Staff knew the aims and values of the organisation. One staff member told us, “It’s to provide the best quality of care as possible which we are always aspiring towards. Always try to be the best, always looking for feedback where it’s valued, always being honest even if it’s something negative.”

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. Staff felt supported by the registered manager and senior team. One staff member told us, “The management are fine. If you ask for help, they will definitely help you. Communication is good, integrity, accountability, teamwork and confidence. They do lead by example. Sometimes we will work with at least one person from administration. So if you’re not doing something correctly they will tell you how you are supposed to do it.”

The service fostered a positive culture where people felt they could speak up and their voice would be heard. The provider completed surveys of people and their relatives’ views. One person told us, “I have provided the feedback when they (Jaysh) have asked and I have to say they have been a very good support over the years.” The provider had appropriate polices in place as well as a policy on Duty of Candour to ensure staff acted in an open and transparent way in relation to care and treatment if people came to harm. Staff we spoke with were aware of how to raise concerns.

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 registered manager told us, how they were supporting staff. For example, recently they had introduced mental health support services and additional check-ins for staff dealing with stress or bereavement. Staff can take off mental health days if they need to so that we can avoid the risk of burnout. Policies and procedures to promote diversity and equality were in place.

The service had made improvements in governance and had been working with an external consultant following the inspection. 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. Leaders and managers supported staff, and all staff we spoke with were clear on their individual roles and responsibilities. Internal governance procedures were in place with a range of quality monitoring systems including care plans and medicine audits. These had helped identify where actions were required and areas for improvement The registered manager was working at clearly recorded any actions arising from meetings and audits and ensuring they shared these with staff.

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 clearly understood and carried out their duty to collaborate and work in partnership, and services worked seamlessly for people. The registered manager told us, they had started a companionship and wellbeing program for our service users who live alone or who have families who live far away and would like to be involved in the care as much as they can. They said, “We’re tackling social isolation by facilitating video calls with loved ones”. Records showed the leadership team and staff worked effectively with health and social care professionals to meet people’s needs. Staff had undertaken reviews with relevant healthcare professionals as people’s needs had increased and made referrals to occupational therapists, community nurses and GPs when needed.

The service focused on continuous learning, innovation and improvement across the organisation and local system. They actively contribute to safe and effective practice. The provider had been working hard following the last inspection and made improvements. This included working with other providers to learn and share best practice through attending provider forums to improve the service following the last inspection. There was an emphasis on continuous improvement with the views of staff and people actively sought both formally and informally. Staff meetings and supervisions showed these were used as a way to make improvements to the service. The registered manager told us, “We strive to constantly share knowledge to keep improving our services. Our regular staff meetings and training sessions helps spread best practices across the teams.”