Jubilee Mews

On this page

• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

Caring – this means we looked for evidence that the service involved people andtreated them with compassion, kindness, dignity and respect. At the last inspection we rated this key question good. At this inspection the rating has remained good. This meant people’s outcomes were consistently good, and people’s feedback confirmed this. 

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 always treated people with kindness, empathy and compassion and respected their privacy and dignity. People told us staff were “helpful, kind and caring”. We observed staff work closely and sensitively with people. They also had effective systems in place for ensuring positive risk-taking approaches were adopted, which led to people feeling they were valued. Even after moving on to their new homes people continued to visit the service.

Staff treated people as individuals and made sure people’s care, support and treatment met people’s needs and preferences. They took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics. The staff team actively promoted an approach where people were truly respected and valued as individuals and empowered to be partners in their care. People found the support systems at the service enabled them to control and mitigate any risk or difficulties they may face. One person said, “The staff have helped me to find voluntary jobs and look at what I need to do to have the skills I need to live on my own.”

Staff consistently promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing. The management team enabled staff to deliver person-centred care, which supported people to manage either crisis within their lives or manage their conditions and regain the confidence to live independently. People were consistently supported to develop and enhance their skills for independent living and take charge of their lives. This was the fundamental basis of the design of the service.

Staff listened to and understood people’s needs, views and wishes. Staff responded to people’s needs in the moment and acted to minimise any discomfort, concern or distress. We observed staff were responsive to individual’s needs and people confirmed this was the case. Staff were knowledgeable about each person and could describe their needs, including how any of their cultural needs were met.

The provider and management team cared about and promoted the wellbeing of their staff and supported staff to always deliver person-centred care. The senior management team were extremely responsive to staff concerns and listened closely to their feedback. Following changes in the Home Office guidance around requirements for international workers to remain in the UK, the provider acted quickly to resolve these and within 2 days had increased the base pay scale for all of the staff. They supported staff in a wide range of other areas such as salary sacrifice schemes, health benefits and early draw down of wages, which greatly benefited staff and improved their well-being. The people’s director also acted as an advocate in many national and governmental forums ensuring there was a fairness and equity of access across all benefit schemes. Overall, staff described feeling well supported by managers who provided regular supervision and valued their contributions.