Magnolia House Care Home

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 was aware of the need to develop and support the staff team, this included developing and upskilling staff’s confidence and skills in some areas. The registered manager was working with and supporting new staff with their development.

There was a robust programme of checks, monitoring and audits which identified areas for improvement. There were clear processes to ensure the home continually sought to improve.

The registered manager was enthusiastic and passionate about people receiving good care. They spoke positively about the support they received from the provider and the director of care.

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.

This was the registered manager’s first CQC assessment. They had worked at the home over many years in different roles and had the skills needed to effectively manage the service. They were visible in the home, open and approachable, had a good understanding of people’s needs and guided staff to ensure these were met. At the time of our visit, they did not have a deputy manager, but they were working with a staff member to develop their skills to possibly take on the role.

The registered manager was passionate about the home and was aware of their role and responsibilities. They were well supported by the director of care and had a good working relationship and could contact them at any time.

All 4 of the health and social care professionals who responded to our request, told us they felt Magnolia House was well managed. Comments included, “(Registered manager) has always been polite and ready for my visit with all the information that I need. She seems organised and efficient, but perhaps more importantly, I have found that she really cares about her residents and takes a genuine interest in their welfare and wants what is best for them. I feel that (registered manager) is a 'hands on' manager and knows her residents and doesn't just sit in the office.”

People and relatives were positive about the registered manager. Comments included, “Yes, (registered manager) is lovely. Can go to see her, she is always around.”

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

Staff told us they felt able to raise issues with the registered manager. Comments included, “(Registered manager) has been my rock, all managers are really supportive to staff and residents” and “You can report anything to (registered manager), she's lovely.”

There were processes for raising concerns and providing feedback. The provider had clear information in place for people and for staff on how to raise concerns, including clear complaints and whistle blowing policies.

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 provider had an equal opportunities and equality and diversity policy which they ensured all staff read on commencement of their employment and staff were kept updated with any changes to these.

People were supported by a diverse workforce from different cultures and backgrounds. Staff spoken with all felt they were treated fairly and with respect.

The registered manager engaged with staff to involve them with the running of the service. They had an open-door policy, regular staff meetings and worked alongside staff so they could speak openly.

Staff spoke positively about how they worked as a team and were supported. Comments included, “We are, like an extended family, (registered manager) has made it better. Everyone gets on.”

The provider told us in their ‘provider information return’ (PIR), how they had supported staff with a diagnosis of Dyslexia, to receive extra support for their training needs. Staff could also dictate their care notes onto the electronic care system, instead of having to type them.

The provider had governance systems and processes in place to monitor the overall safety and quality of the service. This included audits relating to health and safety, medicines, infection control, risk assessments and people’s care plans. We reviewed a sample of audits and checks and found where shortfalls had been identified, action had been taken to make improvements.

A ‘mock inspection’ by an external company had been carried out in November 2024, which had rated the service as good.

The registered manager had a good understanding of their responsibilities and explained how they, with the senior staff, maintained oversight of people’s care. There was a clear robust audit structure in place to make sure key areas of risk were regularly reviewed.

The director of care completed comprehensive audits to assure the provider the home was being well managed and safe.

The director of care and registered manager ensured through their oversight system that we were notified of all events they were required to tell us about.

Anonymous concerns had been raised about night staff practices at the home. In response the registered manager had completed numerous unannounced night spot checks to ensure staff were following good practice. They had also worked night shifts to support the night staff in their roles.

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.

Health and social care professionals told us the home worked well with them to meet people’s needs.

The provider focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcomes and quality of life for people.

Staff said they were able to share ideas in their supervision meetings and staff meetings.

The registered manager was able to easily monitor people’s care from the electronic records and identify any areas that needed to be addressed and raised these with staff.The registered manager had a clear process to oversee falls, accidents and incidents.

Training was up to date and additional training was sourced if appropriate, and if requested by staff.