JSS Homecare Ltd

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• 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

People received care and support from a service which was well managed.

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 delivery of care, values and culture of the service was underpinned by the provider's own principles of good quality care and well-being. The service had a statement of purpose which described the vision and values of the service. This was also presented to people through the service’s client guide which extensively described the service’s philosophy of care and their mission. The registered manager told us that it was their passion to be a good provider in the next 2 years in Somerset. They strived to “live every moment” and provide high quality support. Their plan was to grow the service in the neighboring counties and their immediate plan was to have a satellite office. The registered manager expressed that they did not want to grow the service suddenly, but to develop “ethically and organically”. They said they would like to support people in remote areas where there was a struggle to cover packages of care. They recognised they did not want to compromise the quality of the care by growing too fast.

The registered manager was very passionate about delivering high standard and compassionate care which was person centred to meet people’s needs. They were passionate and determined to continuously to improve and we observed improvement in all areas we highlighted as requiring improvement since the last inspection. Staff shared the vision of the service. The care coordinator told us that JSS Homecare Ltd is was carrying company that wanted to make sure “care is tailored to each individual, their needs and wishes, how they want things done, not tailored to us.” They also stated that, as a company, “we want to be the best, so when thinking of a caring service, we want them to think of us.” Another staff member told us; “They [people] need to have a good quality of life, we need to do what they want.”

The service had a management structure in place with defined roles and responsibilities. There was a schedule of quality assurance systems in place to support the management team review and assess the service delivery. This provider is required to have a registered manager to oversee the delivery of regulated activities at this location. A registered manager is a person who has registered with the Care Quality Commission to manage the service. Registered managers and providers are legally responsible for how the service is run, for the quality and safety of the care provided and compliance with regulations. At the time of our inspection there was a registered manager in post. The provider had promoted a positive culture within the staff team. People and their relatives were positive about the care and support they received.

The provider understood the requirements of the duty of candour. This is their duty to be honest and open about any accident or incident that had caused or placed a person at risk of harm. The registered manager told us; “We have an open and transparent culture. We welcome suggestions and feedback. If they [staff] do anything good, we always praise it and support with reflective practices when things go wrong. We are a good team. We are in regular contact with the service users”. Staff were complimentary of the management of the service.

We did not look at Freedom to speak up during this assessment. The score for this quality statement is based on the previous rating for Well-led.

Through their PIR submission, the registered manager told us; “We source our staff from various backgrounds in the local area, fostering diversity within our team. We are proud to be an A-rated sponsor for overseas recruitment, reflecting our commitment in diversifying and expanding our team. We offer flexible working arrangements to accommodate different availability and personal commitments.” The registered manager also ensured equality of opportunity and experience for the workforce within their place of work, and throughout their employment. They stated in their PIR submission that; “We are committed to selecting individuals who possess a genuine caring nature. Whist we provide mandatory training to our staff, we understand that compassion cannot be taught. Some of our team members come to us with prior experience, while others without experience have grown to become highly effective members of the team through their dedication and hands on experience.”

One staff member told us that the managers provided “fantastic” support. They told us that they were very proud of the team as they do a fantastic job. The registered manager told us that they provide equal support to every staff member as per their needs, for example they provided a cultural induction to staff who were from a different country.

Staff provided positive feedback about the management of the service and found them supportive. The registered manager told us that they had a good office team and effective IT system to support monitor the system and the quality of care delivered.

At the last inspection we recommended that the provider strengthen their quality assurance systems in the areas of risk management and staff training. At this assessment we found that considerable improvement was made in relation to these two areas. There was robust risk management oversight in place and the service ensured staff were provided with both mandatory and additional specific training. The provider had systems in place to monitor the safety and quality of the service and regular audits in key areas of people's support were also completed. This included care documentation, medicines, safeguarding, accidents and incidents and infection control. In addition, the manager completed a weekly report, a 6 monthly whole service audit and the service had an improvement plan in place through which they identified improvement needed to the service and the actions they needed to take to implement these improvements. The service had systems in place to monitor care call delivery, including staff attendance, punctuality and length of visits.

The local authority recently carried out a quality monitoring visit. This evidenced a compliant and good outcome in all areas assessed such as consent, care and welfare of service users, co-operating with other providers, care and welfare of service users, respecting and involving service users, using information and dealing with complaints and records.

The provider worked in partnership with other key stakeholders. This included the local authority who commission a small number of packages of care with the provider as well as healthcare professionals.

People and their relatives were complimentary of the management of the service. Comments from people’s relatives included “The manager [name of deputy manager] she’s very nice, always rings me and lets me know if there’s any changes, very amiable thank you.’ and “I’ve had a number of conversations with [deputy manager] and she said yes I wasn’t aware but I’ll deal with that and comes straight back to me. They have really changed my nan’s life. I couldn’t praise them enough. I could talk about them all day.’

In their PIR response, the registered manager told us; “We ensure that our communications with other specialist service are effective as effective care, support and treatment is reliant on people needing the support of not only our service but other organisations and professionals within health and social care. Coordination between our services and other specialist services is paramount in achieving the best outcomes for our clients.” The registered manager told us that they liaised with the local independent living centre to support people, if needed, with referrals such as for OT assessments.

The service had systems of oversight in place in relation to accidents and incidents and safeguarding concerns which evidenced that learning had been identified and actions were implemented within the service. Following the last CQC inspection of the service, the provider developed and action plan to ensure they addressed the areas in which we recommended improvement. The service had systems in place to seek feedback from people, their relatives and staff. They also had systems in place for people to raise concerns and complaints. People and their relatives provided positive feedback in relation to the responsiveness of the service in dealing with any concerns they raised.

Staff felt confident supporting people should they wish to make a complaint and were aware how to report accidents and incidents. They were positive in relation to the communication they received from the management team.