Marigold Home Care Ltd

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 registered on 22 February 2023. 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.

The provider had developed a leadership, vision, strategy and culture report. This included information on the strategic vision for the service, working in partnership with families and leadership that was visible and accessible. Relatives told us they felt the service was well run, communicated with them regularly with comments including, “The care workers are kind and competent” and “The registered manager has provided support for me and my family member.”

Staff felt supported, able to raise questions with senior staff and would recommend it as a place to work.

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.

The registered manager was also a director of the company. They worked alongside staff and undertook visits to people to provide support. This meant they had developed a clear understanding of people’s support needs to ensure the care reflected this. The provider had a leadership development statement which included leadership succession, supporting staff skills and learning through practice and reflection. The registered manager kept up to date with best practice guidance through regular review of information provided by social care organisation and attending provider forum meetings.

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

The provider had procedures to support people, relatives and staff to raise any concerns relating to care or the service. Staff demonstrated they understood how to raise any concerns and they felt confident if they needed to discuss any issues. The registered manager told us how to raise concerns was regularly discussed to staff through supervision and team meetings as well as electronic discussion groups.

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 registered manager explained they checked with new staff at interview if they required any additional support or adaptations to enable them to undertake the role. Staff told us they felt supported by senior staff. A staff member said, “Yes, this is best company and they really care and do nice things.”

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 provider has developed a range of quality assurance checks to monitor the care provided. These included checks on care plans, risk assessments, safeguarding and infection control. The provider had developed contingency plans relating to people’s individual care in case a staff member was unable to attend a visit. There were also contingency plans for the wider service to ensure care would be provided in case of an emergency. The provider’s records relating to people being supported and staff were stored appropriately. The provider followed best practice for the storage and protection of data.

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 explained they worked with GP’s and other healthcare professionals involved in people care. They also attended council social care forums and obtained professional guidance from organisations such as Skills for Care. The provider liaised with organisations who specialised in the support of people living with autism.

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 people. They actively contributed to safe, effective practice and research.

Staff completed a range of training with regular refreshers including specific courses to meet people’s support needs. People, relatives and staff were asked for feedback on the service and the care provided. The registered manager said there were regular team and supervision meetings where best practice and possible improvements were discussed.