Jasmine House

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

There was a positive culture at the service. It was clear that staff enjoyed working at the home and people were happy living there. There was effective governance and management systems in place. Staff were positive about the registered manager and staff worked together to continue to ensure people were supported to meet their goals.

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 spoke about the importance of the values of the home and how providing good care was the core aim of the home. Staff also spoke about the positive impact the registered manager had on the day to day running of the home. One person told us, they were happy and provided examples of how the registered manager and staff supported them to achieve things which were important to them.

The registered manager provided examples of how staff training was key to ensuring people were supported to achieve their goals. The registered manager used staff meetings and supervision as a key to embedding the values of the home.

The registered manager had the skills, and experience to lead effectively. They did so with kindness, compassion and honesty. Staff provided examples of how the registered manager had supported them with their caring responsibilities such as adjusting rotas, this meant so much to staff as it made their working day more manageable.

Staff enjoyed working at the home and they spoke about ensuring people’s needs were met as this was the key to providing safe and good care. Staff felt respected and valued. This meant they felt supported and as a team they worked well together.

Staff understood how to raise concerns if required. The registered manager told us when they first started work, they reviewed and updated the whistleblowing policy. They said, “Staff have a good knowledge and I feel confident that staff can speak up as it is a core principle. "

People were consulted on a one-to-one basis through surveys and in meetings and there were procedures in place for staff to raise concerns, there had been no concerns raised since the service was last inspected.

Staff spoke knowledgeably about their roles and responsibilities and were focused on delivering good care for people. Staff were very positive about the registered manager, and they told us, they felt the home was well managed.

The provider’s equality and diversity policy gave a commitment to ensure that people using the service and staff with any of the legally defined protected characteristics did not experience inequality or discrimination. Protected characteristics are specific aspects of a person's identity defined by the Equality Act 2010 which includes protection from discrimination due to factors such as age, gender, sexual orientation, religion, and disability. Staff completed equality and diversity training, which helped develop their understanding around inclusion and celebrating people’s individuality.

People and staff spoke overwhelmingly about the positive impact the registered manager made on the home. Staff spoke about how the registered manager focused on delivering high quality of care and if issues or concerns were identified solutions were sought. Staff provided examples where the registered manager had introduced creative and innovative ways to address the issues people were facing to ensure they received good care and support.

There were clear and effective procedures in place for monitoring the home. Senior staff were responsible for leading in specific audits and these were reviewed and audited by the registered manager, if actions were identified this information formed part of an overall service improvement plan. There were clear examples when audits identified issues appropriate action was taken and completed in a timely way. The provider had a business continuity plan which was updated as and when required. The registered manager had implemented a robust induction for staff which had clear aims and objectives and demonstrated a clear pathway to ensuring staff had the skills to carry out their role.

Staff told us how they worked in partnership with external professionals, such as community nursing teams and voluntary sector agencies to help manage people's health conditions. One staff member told us how the registered manager ensured family members were supported to participate in activities in the local area. Feedback from partners. The registered manager understood the importance of effective partnerships with professionals as this was key to ensuring people received good care.

The registered manager focused on the importance of working in partnership and having effective systems in place to support people. The registered manager said it was fundamental that the home worked in partnership with people's family members and friends. For example, people were supported to visit their families regularly, supporting family visits included clear instruction on how everyday care was provided which included how to administer medicines.

We did not look at Learning, improvement and innovation during this assessment. The score for this quality statement is based on the previous rating for Well-led.