Marjorie House

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.This is the first inspection for this newly registered service. This key question has been rated good.This meant people were supported and treated with dignity and respect; and involved as partners in their care.

This service scored 85 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The service always treated people with kindness, empathy and compassion and respected their privacy and dignity. Staff treated colleagues from other organisations with kindness and respect. People and their relatives told us staff were kind and caring. They were confident information was shared about their care and personal details were kept confidential and handled correctly. We received positive comments from people. A person said, “Staff are very good, they are excellent.” Another person said, “They are incredibly caring are careful.” Families agreed. A relative said, “They treat my loved one with great kindness and compassion. I have never doubted they treat them well. All the staff are genuinely lovely.” Another family member said, “It all comes down to the staff, and they do treat the people well. Take away the frills and perks, and all that matters is how my family member is treated and are they safe. All the staff treat them with such kindness and respect. This is the most important thing and Marjorie House do this well.” We also received positive feedback from healthcare professionals, a professional said, “Staff are lovely, they are very friendly and residents are very happy with the staff.” Staff consistently treated people with kindness and empathy, we observed staff continually anticipating people’s needs and supporting them with a calm affection. We observed many kind, caring and affectionate interactions with people and staff. A staff member said, “Everyone is friendly, helpful, and very professional in their roles.”

The service 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. People told us they were treated as individuals, their relatives agreed. A person said, “Whatever we ask, they get for us.” Another person told us, “The staff are caring, helpful, and take an interest in me.” Relative feedback was positive. A relative said, “The staff have such a good rapport with the people.” Staff knew people well, including their likes, dislikes and individual personalities. Care plans showed the service had learned about people’s lives, including their hobbies and interests. Staff made a point of knowing this information and could tell us the importance of treating people as individuals. A staff member said, “I talk to them about their photos, experiences, their families, and take the time to get to know them and what’s important to them.” Another staff member said, “Each person is an individual and they all have different complex care needs.” People being treated as an individual was a focal point for the service and staff understood the importance of this. Another staff member said, “It is about knowing how to approach someone in their preferred way.” We observed many occasions where people where supported in line with their choices and preferences.

The service was exceptional at promoting people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing. People told us they had choice over how their care was delivered and how they spent their time. We found many examples where staff dedication had resulted in exceptional outcomes for people. For example, where people had previously experienced break downs in various other care settings, staff had worked tirelessly to improve the persons care and support at Marjorie House. We were given specific examples of people gaining more independence and control over their lives as well as substantial improvements with health and wellbeing. The registered manager told us how medication was reviewed for people and they supported people to stop medication that had little effect and used more therapeutic approaches and active support to reduce the need of anti-psychotic medicines. We were told how a person who moved into Marjorie House has achieved immeasurable outcomes that has an increase to their health and well-being. A relative said to us “What they have done and the progress with my loved one is a miracle. They have given (person) back to me and all that was lost.” We received positive feedback about activities and the variety on offer. The service had dedicated staff to provide activities. We were told by a staff member, “I am very big on stimulation. Stimulation, mobility, and memory are so important in care. We do speech therapy poetry reading and short story reading to help with this.” Care plans detailed what people required support with and how to deliver this support. We saw care plans were written with detail and in a person-centred way. People told us they could spend time with others or on their own in their bedroom. A relative said “The service absolutely does give choice and control, look at what they have achieved.” Staff knew the importance of offering people choices so they could live how they wanted to. A staff member said “We must always give choice, from what they want to wear, eat, and when they want to get up. We have had training about unwise decisions and people can make an unwise decision. It is important we tell the person all the information and ensure they know the consequences to enable them to make an informed decision.” Choice and controlled was underpinned by the provider policies. The registered manager said to us, “We carry out observations on staff and look at how they are interacting with people. We have introduced show plates to aid people choosing their food. We continuously review documentation and daily care notes. If someone declines something it is recorded by staff and see if there are any trends and what would the person prefer. We also speak to the people daily for their views.”

The service listened to and understood people’s needs, views and wishes. Staff respond to people’s needs in the moment and acted to minimise any discomfort, concern or distress. People told us staff were there when they needed them. We observed staff attending to people’s requests throughout the inspection. Systems were in place to ensure all relevant information was shared with the right people. Staff understood the need to be adaptable for people. A staff member said, “We also have enough information, and we carry out regular handovers. Communication is very good with staff at all levels.” Another staff member said, “It is key to have the knowledge about people, we can respond to their needs appropriately.” The service had multiple opportunities to discuss people’s needs and changes, through daily meetings and handovers. Staff had emergency medical support as required. A relative told us, “If any health concerns come up, they liaise with the doctor and the call me and update me and let me know. It is reassurance for us. They notice everything and deal with it very quickly.”

The service always cared about and promoted the wellbeing of their staff and was exceptional at supporting and enabling staff to always deliver person-centred care. There was commitment to the wellbeing of staff, and this was a focus for the provider, registered manager and management team. The provider operated an employee of the month award, and a range of staff benefits and support. Staff received a card and a gift on their birthdays as well as gift vouchers throughout the year and Christmas. The service carried out team building events, such as dinner for all staff. There was a staff representative at the service who supported and signposted staff. The representative would attend meetings at provider level to discuss subjects’ staff had raised to be their voice. The service had employee assistance programmes, and this was accessible to staff. The registered manager was committed to recognising staff abilities, achievements and promoting staff development and felt it was essential to ensure their staff team was happy. Staff told us how the registered manager and management team invested in them as an individual in terms of time and knowledge. Staff were provided with additional training and learning opportunities. The registered manager and staff team told us about the “champions” scheme. Champions were staff with a special interest in certain area of care including, infection control, medicines, skin integrity, falls, dementia and care planning. The service supported staff with their religious and spiritual beliefs. We received positive feedback from staff. A staff member said, “We are 100% supported in our roles and the management take very good care of the staff team”. Another staff member said, “I feel valued as a person and a member of staff.”