Destiny Jubilee Care Limited

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 service leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture. This is the first assessment for this newly registered service. This key question has been rated 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 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 had a shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities. The management team were clear about the provider’s vision, values and quality of care expected for each person they care for and supported. There were well-organised systems in place to ensure oversight of the service. The service provided people with person-centred care and support and they involved people and their families to achieve this. Staff worked well together and had regular supervision and team meetings to embody a shared direction and culture.

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 did so with integrity, openness and honesty. Staff confirmed members of the management team were supportive leaders with integrity. A member of staff said, “Lifeways Care Ltd prioritises people’s well-being through continuous improvement, staff support and person-centred care. The social and emotional support systems from the managers is second to none. It is an amazing environment to work in.” Another member of staff told us, “I enjoy working at Lifeways Care Ltd. It feels like home and I receive a lot of support both at work and in my personal life. The managers are approachable and provide guidance when needed.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. The provider had systems and processes in place to support staff to speak up. There were multiple ways for members of staff to report concerns which included anonymous reporting mechanisms, such as secure email addresses and confidential suggestion boxes. There were dedicated whistleblowing contacts within management team which ensured concerns were addressed promptly and professionally.

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who worked for them. The provider created an inclusive and fair culture and embraced diversity in its workforce. Outcomes from surveys and discussions with the staff team were used to highlight areas for service improvement. The provider was able to use staff perceptions of equality, workplace diversity and accessibility to implement follow-up actions, which enhanced workforce inclusivity.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate. The management team conducted audits routinely. These included overseeing staff training, medicine audits, overseeing safeguarding, incidents and accidents, daily notes, care plans and risk assessments. Regular checks on care and support and staff competence were completed with staff given comprehensive ‘balanced scorecard’ feedback which highlighted areas of good practice and areas for continued development. The provider was fully committed to maintaining exemplary standards in compliance with statutory and regulatory requirements and to strengthen this commitment they had partnered with a leading provider of professional support services in human resources, policy development, training, and compliance management.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement. The provider had good links with local communities, community services and community groups. They were active sponsors of a community youth football team and demonstrated a commitment to investing in local communities and community development. The provider had developed effective collaborations with key stakeholders, including local authorities, healthcare providers and community organisations to deliver integrated and person-centred care.

The provider focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe, effective practice and research. The management team maintained an active presence in local provider forums and sector discussions which enabled them to stay abreast of industry developments and regulatory changes.