Jeremys Carebuddies 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

The managerial team were knowledgeable about their role and responsibilities. Staff told us they were well supported, and the manager had an open-door policy. Staff received training which enabled them to do their jobs effectively. Relatives told us the registered manager was very approachable and good at managing things. Feedback was sought from people and relatives to improve the service. Quality assurance systems were in place to drive improvement and monitor the quality of care.

This service scored 71 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

Staff told us the registered manager is open and transparent. Staff understood the purpose of the service and what they were trying to achieve. There was an open culture within the organisation. Staff would raise concerns with the manager and had no fear of any repercussions. This could be done through team meetings, 1:1 meeting or electronically.

The registered manager had the knowledge, experience, and skills to manage the service. Staff, people, and relatives were able to be involved in service delivery. The registered manager asked all stakeholders their views on the service. Opportunities were created to enable people, relatives, and staff to come together and discuss issues or ways to make improvements. The registered manager often worked on the front line, which meant they could see how things were going first hand.

Staff told us they had the opportunity to speak up at any time about concerns they had. Staff explained the whistleblowing procedure, and this can be used if needed. Staff told us they did not have any fear when giving the registered manager feedback, for example if they made a mistake. The registered manager told us all staff have training in safeguarding and this includes whistleblowing procedures.

Staff told us they enjoyed working for the agency. The registered manager told us the workforce were diverse. The provider had plans in place to support staff if for example they had a disability, for example, making reasonable adjustments. The registered manager also had a policy on offering staff flexible hours if this was requested. The registered manager told us the organisation recognised how valuable staff were and to make sure there wellbeing was looked after. Staff told us they were supported by the organisation and included.

Leaders and staff had a good understanding of their roles and responsibilities. Staff told us the registered manager was supportive. Staff had regular team meetings which meant they could discuss any concerns and seek guidance if needed. Communication between staff and managers was regular and informative.

The provider had a quality assurance system in place. For example, the registered manager carried out regular audits of the quality of care of the service. Findings from audits were actioned in a timely manner. The registered manager had a clear oversight of the service and kept in regular contact with people and relatives using the service. The provider was aware of their responsibility to send CQC statutory notifications. In addition, any safeguarding incidents or concerns were sent to the local authority. There were policies and procedures in place giving staff guidance on all aspects of service delivery. There were clear processes in place to protect data, for example, confidential information which was stored on electronic devices was password protected. Paper files were stored appropriately in locked cabinets.

The provider worked well with healthcare professionals. Referrals to healthcare providers were made without delay. This meant people could be assured their care and support would be a priority. The provider supported people to use their local community for leisure activities.

The provider had an auditing system in place, to check the quality of care. Part of this process was to take on board any learning to drive improvements. Other ways of learning were through incidents and feedback from people, staff, and relatives. All these options gave the provider an opportunity to make changes and improve outcomes for people.