Autism Support and Care Also known as 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.

This is the first assessment for this 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.

Staff told us there was a culture of engagement and one staff member spoke about the team values and gave the acronym “CIDER” which stood for the organisation’s values of choice, independence, dignity, empower, respect. One staff member said, “Everyone demonstrates those values, we give them [person supported] that choice, promote independence, empower them to do what they can do, dignity and respect for them too.”

We observed practice and reviewed documentation which evidenced the culture at Rock Court ensured the person was at the centre of their support when decisions about their lives were being made.

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 openness and honesty.

We spoke with members of staff and the management team who talked passionately about their role, wanting to make a difference in people’s lives and demonstrating the culture and values of the service and we observed this in practice. Staff we spoke with supported that the registered manager had the skills, knowledge and capability to lead the team.

Throughout the assessment the registered manager and staff team were honest and open to feedback.

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

The person supported was able to openly communicate with staff and management and had positive relationships with people. Staff empowered the person to raise any concerns, and staff told us they felt confident speaking with management.

There was a current policy and procedure to support staff to speak up and staff told us they felt able and had opportunity to discuss concerns. One staff member told us, “Whatever your issue is, like an issue with support just come to [registered manager or come to [deputy manager] and they will listen and give you ideas about how to deal with that, so I find it comfortable going to speak to them.”

People feeling able to speak openly about concerns meant issues could be identified and addressed quickly.

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 had an appropriate policy in place and staff received training on equality, diversity and inclusion to raise awareness and promote an inclusive culture in the home.

The entire team at Rock Court valued each other’s differences and unique backgrounds and what people brought to the team. One staff member told us, “There are a lot of different people here (staff) who have different strengths and I recognise that. [Registered manager] and [deputy] do as well. We’ve got to look after our colleagues to make sure they are doing what they need to do to look after who we support.”

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 model of care used at the service was in line with current best practice guidance right support, right care, right culture. The person supported had appropriate accommodation, staff supported the person’s autonomy and choice and enabled them to live the life they chose.

The provider had defined roles and responsibilities, and staff were clear about this. The registered manager and leadership team understood their responsibilities in assuring good quality care and the governance processes used to support this which included having oversight of the digital platform used for recording people’s personal data and records.

These ways of working supported with the good governance of the service and all of the people at the service receiving good quality care and support.

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.

We saw examples of engagement with other professionals to ensure the person received holistic care that met all their health and wellbeing needs. Management and the staff knew what stakeholders were available to the service and how to access support. Leaders worked with the person, their representatives and staff to build a culture that focused on safely enabling them to enjoy their life.

We saw the provider engaged others so the person could thrive, have new experiences and live the life they chose, for example, accessing community resources like day services, local shops and going on holiday.

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 the person. They actively contributed to safe, effective practice.

Staff felt able to contribute ideas on how to improve ways of working and this was valued and they were listened to. This was echoed by the registered manager who said about the staff, “We’ve got such a resilient team, they will do anything and I can’t praise our team enough….every team will have something [issue], but we work through it. Our team are good and they are there for the journey, whatever we say they will do it but also have confidence to challenge us.”

The registered manager talked about the service improvement plan and using feedback from staff surveys to influence this. “It (feel in the service) has improved massively, we have taken on board what people said, we are now more visible and more present…. We have consciously started to praise [staff] more, team meetings are used more to celebrate wins.”

The collaborative approach the registered manager took to team working supported with achieving better outcomes for the person supported and a more positive working environment for staff which assisted them to work effectively.