Jubilee House 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

There were proactive processes in place to share the provider's vision and values and to promote equality and inclusion. Staff spoke of an inclusive and supportive environment with available and approachable managers. Systems supported staff to raise concerns through formal and informal processes and staff felt confident to speak up knowing they would be listened to. Partners described a positive approach to collaborative working to improve systems and the quality of care provided. The provider had systems and processes to audit and check on the safety and quality of the service and promoted a culture of support, learning and development.

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.

Staff spoke of an inclusive and supportive working environment which motivated them to deliver care which was focused on people. One staff member told us, “It is lovely. I've been here 6 months, and I love the atmosphere. I am happy that I am growing with the team as we are all new.” Another member of staff said, "It's great to work here, the standards are high, and it's lovely. The feedback makes it worthwhile. I feel part of the vision of the company.” Two staff members told us the vision and culture of the home was shared with them during their job interviews. One staff member said, "From talking to [registered manager], I could see what the culture was, and that culture drew me in. I could see [registered manager] had the right values and ethos and I haven't been wrong." A second staff member told us, "In my interview they told me about providing the best care, focusing on the person and being person centered.” The registered manager told us, "Our values are live well today and thrive tomorrow and I would say the majority of my team live by those values. I am registered manager, but I am on a journey with the team. It is not just 1 person who can embed culture and develop ideas, so I want to get their (staff) views on where they see Jubilee in the next 12 months."

The provider had recently reviewed their induction for new staff and the Berkley Care values were now an integral part of the induction process. Staff meetings evidenced there was a culture of sharing information and staff were encouraged to suggest items for meeting agendas. Processes were in place to support staff to reflect on their practice through regular meetings with their line manager and an annual appraisal.

Staff told us managers were available, approachable and supportive. One member of staff told us, “[Registered manager] is always there when we need her. She is totally resident focused and just occupies herself with making sure they are okay.” Another staff member told us how the guidance provided by their manager gave them confidence in their role. They explained, “[Unit manager] is my mentor and she is the best. She is so supportive and never makes me feel stupid if I ask a question twice. Her role is to train me up and I couldn’t ask for a better mentor.” Other comments included: “All the managers are visible” and “I feel the manager is fair to all staff and approachable.” Staff also spoke positively about the benefits and recognition they received from the provider. One staff member told us, “We can get grants and financial help if we need it. There are a lot of benefits really. I feel like it is a good place to work, and they care.”

The provider had processes to develop and support their management teams. In response to staff feedback the provider had introduced a management presence at Jubilee House 7 days a week. Managers were allocated ‘accountability partners’ who supported them to achieve their managerial commitments and who provided advice and guidance on achieving identified goals. A ‘Day in the Life’ initiative involved managers from within the provider group spending a day working alongside staff to experience a day in that role. The aim was to enable senior managers to listen, observe and learn directly from colleagues to identify good practice and areas that could be improved. The regional director explained the value this brought for leaders in understanding the challenges within a service and developing strategies and adjustments to support the staff team

Staff felt confident to speak up knowing they would be listened to. One staff member told us, "I feel I can approach any manager at any time. They have always made time for me to talk." Another staff member told us, "I can talk about anything that is bothering me." One staff member told us they would be happy to speak to the registered manager but added, “I am aware to contact senior management if I felt not listened to by the home manager.” Another member of staff told us they felt heard and listened to and that managers responded with the outcome of any concerns they raised. The registered manager said they wanted to establish a culture where everyone felt confident to speak up and explained, "We encourage it (whistleblowing) and if there is an issue, that they will raise it. There is not a blame culture because if someone is worried it would be wrong if we ignored it."

Systems empowered staff to raise concerns through formal and informal processes. There was accessible guidance about escalating matters within the provider group if staff felt they were not being listened to. Changes had been made in the service in response to staff feedback.

Staff were positive about the inclusive culture at Jubilee House. One staff member told us, "There is an all-inclusive culture here. It doesn’t matter who you are, everyone is treated the same. It is down to everyone from the bottom up and top down." Other comments included: "100% discrimination is not tolerated at all” and, "Management promote equality and diversity, the team treats everyone with respect.” The regional operations director explained the provider’s commitment to developing an environment which celebrated diversity and promoted equality. They commented, "I think this is a journey we have just started. We need to get all our team on board with what is neurodiversity and then start weaving it into our business. We also have groups looking at recruitment and training in different languages and formats."

There were proactive processes in place for staff equality, inclusion and wellbeing. Staff received training in equality and diversity, disability awareness and working in an inclusive way. New staff were required to complete a self-assessment so their induction and training could be personalised to their individual needs. The provider was also rolling out training in neurodiversity to promote understanding and assist staff to identify and request any reasonable adjustments that would support them in the workplace. An Employee Assistance Programme (EAP) was in place through the provider, where services such as medical appointments and counselling were offered.

Staff with delegated responsibilities for carrying out checks and audits understood their role in assessing the safety and quality of the care provided and identifying when improvements were required. They took accountability for ensuring actions were taken to address shortfalls identified. The registered manager explained the provider was reviewing their training offer to middle managers and seniors to further develop their competencies and confidence to drive improvement.

The provider had systems and processes to audit and check on the safety and quality of the service. This included medication audits, infection control audits, care plan reviews and health and safety audits. Monitoring of accidents and incidents, safeguarding concerns and complaints was also used to identify shortfalls in quality that could compromise the care people received. Audits fed into a service improvement plan which was monitored by the provider to check progress made against identified targets. However, we found there was no effective system of checks on the acoustic monitoring system to ensure only staff with appropriate training were given permissions to alter the settings. Once, the issue had been highlighted, the registered manager took appropriate and robust action to ensure effective checks were implemented.

People felt able to share their views and felt listened to. One relative told us, "It (planning care) is a continuing process. They’re always open to me saying what about this or that and put in things we suggest.” Another relative told us, "Staff always ask me my opinion. I have power of attorney. If something comes up, I am involved. We have good communication with staff at Jubilee House."

Senior staff described how they worked with the registered manager and other services to identify issues and address them. One senior staff member explained engagement with external healthcare professionals to develop processes to share information effectively and accurately. The registered manager explained how this collaborative approach with external partners had improved working relationships for the benefit of people living in the home.

Partners described a positive approach to collaborative working to improve systems and the quality of care provided. One healthcare professional told us, “The home manager is very responsive and will respond to myself positively.” This healthcare professional was able to give examples of where the registered manager had engaged with staff to share learning that had resulted in continuous improvements to the service. Another healthcare professional told us, “We are working with the team here where they highlighted things that weren't working for them, and we have highlighted what wasn’t working for us. The manager was very receptive to the feedback, and I get the impression they want it to be a good service and people to get the best from the ward round. They are willing and wanting to make the changes to make this work the best they can."

Jubilee House was a new service and was slowly developing links with the community. A variety of events were held to which families and the local community were invited. Where people were members of local organisations and clubs, their continuing membership was supported and facilitated.

Staff felt able to own their mistakes knowing they would receive support and any learning would be shared. One staff member told us, “[Registered manager] will always call me out if there is something I am not doing, but it is not in a nasty way. There is a no blame culture here, she just wants me to improve. I make mistakes but the good thing about this place is that it is not held against you.” The registered manager explained their philosophy for ensuring staff felt confident to explore mistakes and learn together. They told us, "It is about honesty, I want people to hold their hand up, own it, learn from it and move on. I don’t want to ignore anything. I want us to be really good at what we do and what we deliver. We are only going to get better and better and excel if we learn from mistakes. To get the culture right we all have to talk and hold our hands up when things don't go right."

The provider promoted a culture of learning and development of staff to enhance people’s experiences and outcomes. There were systems and processes to follow up on accidents and incidents and managers monitored these events, to identify and share possible learning. In addition, staff were encouraged to undertake training opportunities and further qualifications to advance their career in health and social care. The provider had also introduced monthly podcasts led by experts in their area to share innovation and best practice.