Jubilee Care Home

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 ethos and values of the registered manager and staff members ensured the culture in the service was inclusive and positive. People and relatives had confidence in the registered manager and complimented their leadership. Staff had clear understanding of their roles and responsibilities and felt confident in being able to speak up and raise concerns if needed. There were effective governance systems and processes in place to drive improvement within the service. Staff worked in partnership with external stakeholders to achieve good outcomes for people, including the community mental health team and GPs.

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 registered manager told us they aimed to create a culture that promoted trust and understanding between staff and the people they supported. The registered manager used team meetings to talk to staff about current issues and the development of the home. The registered manager knew people well and spent time listening to and respecting people’s views and wishes.

People who used the service, relatives and advocates, staff, and other stakeholders had opportunities to give feedback about the service through surveys. Staff felt the registered manage listened to people and used their views to improve the service.

Staff told us the registered manager was approachable and supportive. They said the registered manager was always available for support and advice.

The registered manager operated an open-door policy to ensure that staff could have access to management at any time to discuss any issues or concerns they may have.

The provider had procedures in place support people to voice their views. For example, there was a whistle blowing policy and staff knew how to escalate concerns. People also had access to regular meetings and the registered manager operated an open door policy and was available if people wanted to speak with them.

Staff told us they felt able to speak up if they had concerns about any aspect of the service. Staff said they had been made aware of the provider’s whistle-blowing procedures. Staff were confident action would be taken if they spoke up but knew how to escalate concerns, including outside the organisation, if necessary. The registered manager confirmed she had spoken with staff about the importance of speaking up if they had concerns about any aspect of people’s care and treatment. The registered manager understood their responsibilities under the Duty of Candour.

Staff told us the registered manager used team meetings to share learning and to ensure the team understood the actions needed to improve practice and prevent a recurrence of accidents and incidents.

Staff understood their roles and responsibilities within the team and how these contributed to ensuring the safety and quality of the service. The registered manager told us any areas identified as needing improvement were added to the service improvement plan.

Regular checks and audits were completed, and action plans were in place to address any concerns. The registered manager told us how the staff team work together to ensure people receive the best outcomes. The registered manager told us they had good relationships with other professionals; they shared information and best practice.

Staff understood their roles and responsibilities within the team and how these contributed to ensuring the safety and quality of the service. The registered manager said any areas identified as needing improvement were added to the service improvement plan.

People told us they felt involved with the local community. People had access and links to the local community for example the local pub, museum and a church service was held at the home.

There were a variety of health and social care professionals involved in people’s care to ensure the wider care they received was seamless. People’s care records demonstrated how staff worked with professionals.

External professionals were all positive about the staff and registered manager. We spoke with visiting professionals who were complimentary about the home and the care people received. One professional said, “Referrals are made in a timely and appropriate way and staff carry out care and support in line with our guidance.” Another professional said, “I can’t fault it here, I really can’t.”

Staff told us the registered manager used team meetings to share learning and to ensure the team understood the actions needed to improve practice and prevent a recurrence of accidents and incidents.

Staff told us the registered manager used team meetings to share learning and to ensure the team understood the actions needed to improve practice and prevent a recurrence of accidents and incidents.

The registered manager outlined the procedures in place to ensure learning was identified from complaints, incidents and adverse events. Feedback was sought from people using the service to aid improvement. Surveys were available to enable people to feedback on the home and their care. People were able to comment about anything staff could do better.