Jubilee House

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 provider involved people and treated themwith compassion, kindness, dignity, and respect. This is the first assessment for this service.This key question has been rated good. This meant people were supported and treated withdignity and respect; and involved as partners in their care.

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 provider always treated people with kindness, empathy and compassion and respected their privacy and dignity. Staff treated colleagues from other organisations with kindness and respect. People and their relatives were positive about the way staff supported them. One person said,“ They [staff] are very kind, and patient, I would really struggle without their support.” People’s relatives referred to staff as, “Helpful, patient and kind.” We saw all staff treating people in a caring and considerate manner. For example, people enjoyed general discussions in communal areas with staff and visitors, discussed the progress of the lady’s world cup football match with the nominated individual, queried planned appointments with the manger; all interactions seen as enhancing their wellbeing and overall experience. The nominated individual is responsible for supervising the management of the regulated activity provided. The manager completed observations and checks around the home to observe interactions and check good practice. This included during the mealtime experience to ensure people had everything they needed with support needed to enjoy their food where needed.

The provider had an initiative-taking and positive culture of safety, based on openness and honesty. Staff listened to concerns about safety and investigated and reported any events of concern. Lessons were learnt to continually show and embed good practice. Staff understood and followed up to date policy and procedure to report any incidents and accidents. The manager ensured all concerns were investigated and where needed escalated. Monthly evaluations were used to show any emerging themes, implementing resulting actions as part of lessons learnt. This helped to keep everyone safe. Daily hand over meetings were completed by nurses where incidents were discussed and actions arising were reviewed. This included the updating of care plans and risk assessments when needed. Care plans reviewed included up to date information to manage people’s known risks with recorded outcomes used to provide safe care and support to people.

The provider promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment, and wellbeing. Assessment of care included details to help staff personalise the care and support delivered. Where people did not have the ability to provide this information relatives feedback was recorded. Staff knew and understood people’s preferences and choices which enabled them to personalise their approach in manner consistent with the persons expectations. The provider promoted people’s independence. Assessments of need for people were detailed to focus on areas requiring support which helped to promote and encourage areas of independence. People had access to clear information which was supported by staff who understand the benefits and importance of supporting people’s rights, offering choice and promoting control over people’s care, treatment, and wellbeing. People’s relatives told us that staff encouraged people to be as independent as possible and to continue to do tasks for themselves when they could. There was a varied activities programme in place with the support of wellbeing coordinator. We saw staff fully engaged with people in daily group activities which often resulted in enjoyment and laughter. Activities included planned gardening in the new outdoor area, music, chair aerobics, and outside walks and visits. Some people chose not to take part preferring their own company. Staff were respectful of any choices whilst still engaging on individual basis to avoid any socially isolation.

The provider listened to and understood people’s needs, views and wishes. Staff responded topeople’s needs in the moment and acted to minimise any discomfort, concern, or distress.Staff responded to people’s needs in the moment and acted without any unnecessary delay tominimise any discomfort, concern, or distress. Overall, we saw staff responded well to peoplewho were showing emotional distress, confusion, and disorientation, and provided gentlereassurance and guidance to help them reach and achieve their aim.Where people used their in room call bell to summon support enough staff were on duty toensure they were not left waiting. There were helpful links with health professionals. One healthprofessional said, “It is an improving service, they [staff] do not delay in asking for help includingvisits and guidance where it is needed. They respond to any feedback which is of benefit of theresidents.”We saw staff were attentive to people’s needs throughout the day. Staff were available tosupport with activities, to spend time chatting to people and support them with personal care andat mealtimes. Call bells were responded to quickly and checks were completed to ensure peoplewere not kept unnecessarily waiting for support.

The provider cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care. Staff told us they enjoyed working at the home with good employment incentives, and that they enjoyed the team environment. Staff were central to service delivery. Retention and long term employees helped to foster an environment of experience, supporting inexperienced staff with guidance and collaboration to settle in quickly for the benefit of residents. Staff received regular supervision and appraisal along with team meetings. They were supported to feedback individually and as a group about their roles and responsibilities and how they could be best supported. The manager discussed how they treated all staff as individuals, recognising their full lives and responsibilities and how they worked together as a team to deliver person centred care. Examples of how the manager collaborated with staff on individual basis were provided which resulted in consistent improvement, a noticeable reduction in absences and increased confidence with a commitment to creating a supportive environment that would enable staff to thrive both professionally and personally. Staff were highly valued, and this was recognised in a range of incentives reducing unplanned absence. Examples included, but were not limited to, paid breaks in an area away from the main home, rewards for long service, and quarterly financial attendance bonus. Encouragement to achieve staff potential with enhanced qualification was rewarded with enhanced hourly rate resulting in a higher skilled workforce for the benefit of the service.