Jubilee Mews

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

Well-led – this means we looked for evidence that service leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture. At the last inspection we rated this key question good. At this inspection the rating has remained good. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred 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.

The provider had a very clear shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding of the challenges and the needs of people and their communities. This was evident in the way staff worked in line with the provider’s values of transparency, equity, and inclusion. Staff described a strong ethos of teamwork, where colleagues supported one another throughout the day. A staff member said, “Working at Jubilee Mews comes with its challenges, however senior management are fantastic. They listen to any problems and are always there for support.”

The provider had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. Leaders had the skills, knowledge, experience and credibility to lead effectively. They always did so with integrity, openness and honesty. The provider had recently won an inclusive culture award. Senior leaders visited the service regularly and were involved in listening exercises, ensuring they remained connected to people’s experiences. Staff praised the registered manager’s willingness to listen and their willingness to provide emotional and practical support during difficult times. This created trust and confidence in the leadership team.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. The senior management team and management team wanted to operate a positive culture where people felt they could speak up and their voices will be heard. Also, an environment where staff felt able to raise any issues and be confident these would be addressed. They actively promoted Freedom to Speak Up guardians and champions and really valued all the feedback they received. The people’s team consistently promoted access to guardians and encouraged staff to raise any matters. Their work had led to more staff feeling able to raise issues with them and managers.

The provider and management team valued diversity in their workforce and ensured they followed best practices guidance. They worked towards an inclusive and fair culture by improving equality and equity for people who work for them. The provider had completed the ‘diversity in health and care partners’ programme, which had aided a better understanding of how to promote inclusion. The senior leadership team actively shared this learning with the service. They acted quickly to ensure pay equity across roles, helping maintain fairness and enabling international staff to remain in employment. Staff felt the organisation recognised the pressures they experienced and supported them with well-being programmes, salary‑related benefits and flexible working options where possible.

The provider and management team had clear responsibilities, roles, systems of accountability and good governance, which they used to oversee the service. They had identified the issues with the office not being soundproofed and the change in client group. However, action had not been taken to address these matters and in some instances for a very long time. For example, the problems with lack of soundproofing in the office had been a known issue for 4 years and instead of requiring NHS the property services to rectify this they had set up systems of expecting staff to talk quietly and having a radio playing.Following the inspection all appropriate permissions for the work have been granted and the work to provide a soundproofed office was due to commence.

The service clearly understood and carried out their duty to collaborate and work in partnership, and services worked seamlessly for people. The provider’s senior leadership team had established links across the wider organisation and other registered services to share learning and improve practice. People and relatives also had opportunities to engage in meetings where information was shared and feedback gathered. Staff described positive relationships with healthcare professionals, and relatives reported staff were proactive in seeking medical advice when required.

The provider and management team focused on continuous learning, innovation and improvement across the organisation and local system. They were committed to continuous learning and improvement. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people.