Jubilee Court

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 our last assessment we rated this key question good. At this assessment 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 79 (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 provider’s mission statement and values were discussed at team meetings so staff could identify how they relate to their own roles.

We observed staff delivering care in a way that reflected the registered manager’s own caring, inclusive and kind ethos. People told us, “Staff deserve all the credit they get.”

Resident, family and staff meetings were held regularly to ensure everyone was kept informed and had the opportunity to be involved in the home and shared 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 fed back that there was, “Very approachable management” who were very supportive.

The registered manager knew their staff and people who lived at the home well and effectively led the home. They were supported by a strong senior management team who regularly visited the home.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

A ‘Speaking Out’ poster was on display at the home with information for both internal contacts and external agencies to encourage and enable staff to whistle blow if they ever observed poor practice.

Staff told us, “I would feel comfortable raising concerns with the manager or nurse in charge and feel confident that I would be listened to.”

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.

Staff described to us how they had been supported to complete a full induction and had regular supervisions and appraisals. Staff told us, “I feel supported by management, and staff wellbeing is taken seriously,” and “There is no discrimination to any staff.”

The registered manager spoke fondly and positively about their staff team saying, “I am very lucky to have a team that click so well,I am very grateful to have a dedicated team.”

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 home had a development plan, which was a live document that covered all aspects of the home from care plan updates to staff training. It detailed updates of actions, target dates and the responsible person. It was informed by a wide range of audits that were regularly carried out.

Management had an effective oversight of risks within the home and worked with other agencies and healthcare professionals to ensure people were kept safe and received good quality care.

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.

Healthcare professionals praised the staff and management at the home, saying, “I think the communication from [named registered manager] and their staff and working relationship has to be one of the best that Ihave come across. They will always respond to me in a timely manner and contact me directly if needed.”

The registered manager understood their responsibility to share information with other agencies, such as Care Quality Commission, for the safety and wellbeing of people who lived at the home.

We saw evidence of the home and staff participating in charitable fundraising alongside the local community, as well as people participating in activities within the home involving the community and trips into the wider community.

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.

The registered manager worked with local agencies, such as the Dementia Outreach Team, to source additional training where they had identified gaps to enable staff to prevent and manage incidents more effectively.

A healthcare professional told us, “On occasions when care has been in question, the management team have been very proactive in improvements and alterations towards policies and processes making the needs and wishes of the resident paramount in any improvement of standards.”

Feedback was sought from visiting professionals as well people and their families which was then recorded on the “you said we did” board. This demonstrated a dedication to continuous improvement.

Jubilee Court had been shortlisted in the ‘End of Life Team of the Year’ category at the 2025 Caring UK Awards. As well as achieving the ‘Gold Standard Framework (GSF) Quality Hallmark Accreditation Award’, recognising the high quality of care it provided to individuals in the final years of life.