Marygold Care UK Ltd

On this page

• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

Caring – this means we looked for evidence that the service involved people and treated them with compassion, kindness, dignity and respect. At our last assessment we rated this key question good. At this assessment the rating has remained good. This meant people were supported and treated with dignity and respect; and involved as partners in their 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 treated people with kindness, empathy and compassion and respected their privacy and dignity. People told us staff were kind, respectful and caring. A person told us, “The carers are respectful; I enjoy their visits. They support me with whatever I need.”

People felt comfortable in presence of care staff. People received care from a consistent regular team of care staff that they were familiar with. A relative told us, “[My family member] is residing in assisted living and is very happy and well cared for, each time I visit they are very clean and tidy and look happy.”

Staff managed more complex needs sensitively and anticipated behaviours that could cause distress, helping people feel safe and well cared for.

The provider treated people as individuals and made sure people’s care, support and treatment met people’s needs and preferences. They took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics. A care professional said, “[The provider’s] approach is genuinely person‑centred, and this is clearly reflected in the way they take time to understand each individual’s background, needs, strengths, and personal goals.”

Staff knew people well and adapted their approach to match individual communication styles, routines and sensory needs. Staff understood people’s needs and provided care in a way which was personalised to them. Staff had taken time to get to know people, which helped promote positive working relationships and helped people feel comfortable when in the presence of staff.

People’s spiritual and cultural needs were documented where appropriate and staff respected their beliefs. The management team made efforts to appropriately match people with staff based on their interests and personality traits.

The provider promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing.

People were supported to have independence, choice and control over their daily lives. Care plans set out what people required support with and what they could do for themselves.

People were encouraged and supported to access the community, develop skills and pursue their personal interests. Staff balanced safety with independence, using their knowledge of each person’s risks and needs to tailor the level of support they provided.

The provider listened to and understood people’s needs, views and wishes. Staff responded to people’s needs in the moment and acted to minimise any discomfort, concern or distress.

Care records were reviewed by staff to help ensure they included sufficient guidance for staff to care for people in a person-centred way and to recognise people’s changing health needs.

Staff promptly responded to people’s immediate needs and ensured their support was timely and effective. Staff understood how to escalate concerns, seek urgent help and adapt support when needs changed.

People were supported to attend healthcare appointments, and staff worked closely with professionals to address complex health needs.

The provider cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care. Staff we spoke with told us they felt supported and valued by thei rcolleagues and management. A member of staff said, “It is a very supportive environment working here.

Management are very approachable.” Another member of staff told us, “Management listen and they are responsive and they are always very accessible.” Management had an open-door policy. Staff were encouraged to speak up and raise concerns openly. The registered manager emphasised the importance of having a transparent culture where staff were able to speak up and where concerns are raised, there is a focus on learning and preventions rather than blame. Staff retention was good and staff morale was positive. Staff told us they felt valued working at the service. The registered manager emphasised that they always encouraged staff to speak openly so that they do not feel isolated. This was confirmed by staff we spoke with. A member of staff said, “I have a good positive relationship with the [registered manager]. [They] are a lovely person and easy to approach.” Another member of staff told us, “[The registered manager] is very good. [They] speak to me with respect and behaves as if [they] are one of the team.” Staff were regularly consulted for their feedback through methods such as questionnaires, staff meetings and staff supervision processes.