Magnolia 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 inspection we rated this key question good. At this inspection 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 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 registered manager told us, “The vision extends beyond service delivery to include staff engagement, continuous innovation and collaboration with stakeholders in order to drive improvement.”

Leaders shared their vision of the service through meetings and conversations with staff and people. This ensured people had an understanding and a say on the vision of the service.

Staff felt there was a culture of collaboration, where people and staff were listened to and communicated with. One staff member said, “I feel encouraged to contribute ideas that may improve the quality of care and support for people we care for.

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 told us the registered manager had the experience and skills to manage the service effectively. Staff received support from the management team through meetings, group calls supervisions and training. Staff fed back that they felt encouraged to speak up to share ideas and concerns without risk of reprisals.

While recruitment records did not have actual evidence of staff photographic identification, the safe recruitment process was in place. All new staff received an induction, and relevant training required to keep people safe from avoidable harm.

The provider had a range of guidance and policies in place to ensure staff were able to provide care in a safe and effective way. Audits and reviews of the service appeared to be effective in ensuring the service was well run.

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

A staff member said, “I am able to raise concerns with my managers. I know that concerns should be listened to and taken seriously, and I can report concerns without fear of unfair treatment. If necessary, I would follow the organisation’s whistleblowing and safeguarding procedures.” Another staff member told us, “I give feedback or raise ideas through handovers, team meetings, supervision and directly with [management]” Another staff member said, “[We] are encouraged to share ideas, concerns and complaints without fear of being treated differently. All feedback is listened to and used to improve the quality of the care and support.

We reviewed minutes of staff meetings which showed open discussions at meetings, and people being able to share ideas and concerns.

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 had training to equality training. Staff told us they understood they were expected to be treated respectfully, and they believed diversity was valued. A staff member told us, “Staff should have equal access to training, development and opportunities. Bullying or unfair treatment should be reported and addressed appropriately.”

The registered manager told us staff were supported to develop their knowledge and skills in their role to achieve qualifications in health and social care. Team building sessions ensured staff had time to build connections to create bonds to enable better teamwork and working practices within the service.

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 registered manger had measures in place to support staff to improve their skills with training and supervision. This ensured staff understood their roles well and had to support staff effectively. Care plans sufficient information which informed staff clearly how to appropriately support people.

Audits and spot checks in place were effective in ensuring a good quality of care was being delivered to people. The registered manager had good oversight of what was happening in the service.

The service had a business continuity plan in place, so in the event of an emergency, staff would be able to continue to deliver support to the people relying on them.

The registered manager was aware of the duty to submit required statutory and regulatory notifications to CQC and/or the Local Authority as required.

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 registered manager told us they were part of regular multidisciplinary meetings, where updates of people’s health and wellbeing would be shared. Those important to people using the service were also able to share feedback and raise concerns.

Staff told us they felt there was open and transparent collaboration between the service, people and external partners. One health professional said, “I am pleased with the standard of care being provided at Magnolia Court and the continued positive progress [person] is making with the support of the staff.”

The provider focused on continuous learning 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 provider had a good understanding of how to improve the service, to ensure people continually received a good quality of care. Staff told us they had access to mandatory and refresher training, e-learning and face to face courses.

The registered manager told us for their own continuous learning, the provider gave access to statutory training, reflective practice, leadership programmes, coaching, workforce planning, and engagement with sector wide resources. This ensured the registered manager was able to develop skills to continually manage the service well. So, staff and the registered manager’s development support needs were met.