Annual Report 2010/2011 - Royal Masonic Benevolent Institution

SUPPORTING OUR STAFF 19
SUPPORTING
OUR STAFF
During the year we have
experienced some remarkable
changes in the way our staff care
for and support the people who
live in our Homes. Our care strategy
began a transformation two years
ago, with three Homes focusing
on providing person-centred care,
and with a particular focus on
dementia services. During 2010
Cornwallis Court in Suffolk was
awarded the ‘Butterfly Services’
kitemark in recognition of the
excellent dementia services which
the staff have been instrumental
in creating, following a tailored
training programme. Another four
Homes have now embarked on this
two-year programme and a phased
timetable is in place to extend this
across all 17 RMBI Homes over the
next three years.
To supplement this, half our Homes
have begun working towards achieving
the Gold Standards Framework, an
accredited and nationally recognised
standard. Its aim and underlying
principle is to optimise care for people
nearing the end of life and to help
them live well, whatever their illness
and in any setting.
James Terry Court achieved this
standard during the year, after much
hard work from the staff, putting into
practice the learning and experience
from a series of workshops and training
events. The key benefit for our staff
has been in their improved confidence
when dealing with all aspects of a
person’s end-of-life care.
We aim to achieve the Gold
Standards Framework in all our
Homes over the coming years.
Continuing our focus on investment
in training for our staff, Albert
Edward, Prince of Wales Court in
Mid Glamorgan achieved Investors
in People status in recognition of the
effective and efficient management
and development of employees.
Supporting the delivery of the care
services is the Senior Support Team,
which was restructured in January
2011. The Team now provides
specialist knowledge and operational
support to the Homes’ management
teams. Their key roles focus on care
services, quality and compliance,
business efficiency, and optimising
staff performance while creating
autonomy for the Homes to
maintain ownership of the
operational aspects at a local level.
Measuring quality, care auditing and
investigating any potential shortfalls
in services or complaints are now
separate roles within the Care
Operations and HR Departments.
This ensures that we maintain an
internal, objective perspective when
assessing and evaluating our services
and considering opportunities to
implement improvements. This
structure complements that of the
externally driven self-assessment
process which is part of the Care
Quality Commission’s compliance
requirements.
Investment in our staff is fundamental
to our entire care service and begins
with each recruitment exercise where
we select new staff by assessing their
competence in the necessary skills
set. We are proud that our carefully
chosen staff stay in our employment
for many years. Staff turnover has
reduced year on year and at 10%
per year is significantly less than
that experienced elsewhere in the
care sector.
“There is a high standard of staff. I feel there is a good
balance in the relationship between management,
staff and residents.”
A resident at Connaught Court, York
“The best thing about living here is that I can mix with
the residents and staff.”
A resident at Ecclesholme, Manchester
RMBI ANNUAL REVIEW 2010–2011