Jubilee House Care Home

Staff understood their responsibility to maintain people's safety, challenge discrimination and report any concerns. Staffing levels enabled staff to carry out people's planned care and spend time with people. Risks to people's health were assessed and managed by staff. There were processes to ensure people's health and welfare were protected against risks associated with the handling of medicines. The provider had effective systems to prevent and control infections and maintain the safety of equipment and the environment. Information was shared and lessons learned when things went wrong.

Pre-admission assessments were comprehensive and holistic. People's care plans incorporated recognised risk assessment tools and were regularly reviewed so they continued to reflect people's expectations and current needs. Staff understood the risks around poor nutrition and used screening tools to identify those people at increased risk of not eating and drinking well. People had their health and care needs met by a variety of professionals and their advice was clearly recorded so health outcomes could be evaluated, and the efficacy of treatment monitored. The provider was developing processes to ensure effective work across teams to ensure people achieved good outcomes. People were encouraged and supported to make their own decisions where possible and their consent to care and treatment was sought. However, we identified one area where staff were aware of an increased level of monitoring but had not considered the issue of consent. This was immediately addressed by the registered manager.

People spoke positively about a caring and supportive staff team. Staff demonstrated empathy and understanding of people and took time to listen to them and respond in a meaningful way. Staff and leaders recognised the importance of people maintaining control over their lives to support their physical and emotional wellbeing. People told us they enjoyed the opportunity to engage in different activities and could choose what they wanted to do. Staff told us they were busy, but their workload was manageable and they felt appreciated by their managers.

Staff were able to deliver person centred care because any changes in people's needs were shared with them. This meant care could be reflective of people's needs as they presented that day. Staff understood the importance of ensuring people had information in a way they understood and involving people in making decisions and choices about how their care was delivered and needs met. People were confident they would be referred to other healthcare professionals if a need was identified. The provider was developing robust processes to ensure good communication with other services to support joined up care. Systems were being implemented to ensure people’s wishes for their end of life care were clearly recorded and they would be able to spend their final days as they wished to.

There were proactive processes in place to share the provider's vision and values and to promote equality and inclusion. Staff spoke of an inclusive and supportive environment with available and approachable managers. Systems supported staff to raise concerns through formal and informal processes and staff felt confident to speak up knowing they would be listened to. Partners described a positive approach to collaborative working to improve systems and the quality of care provided. The provider had systems and processes to audit and check on the safety and quality of the service and promoted a culture of support, learning and development.