Marnel Lodge 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 assessment we rated this key question good. At this assessment 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, human rights, diversity, inclusion and engagement, alongside an understanding of the challenges and needs of people and their communities.

Staff knew the aims and values of the organisation. The registered manager told us everyone was at the centre of their support when decisions about their life were being made. People were consulted about their care and care plans, and relatives’ input was sought where appropriate. The activities coordinator told us 2 different churches visited the service to provide services for people.

Processes were in place to promote equality and diversity for people and the staff team. We reviewed the provider’s statement of purpose which clearly set out their values. The provider’s values were shared with staff through training and team meetings. The provider had policies in place to support equality and diversity.

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.

People, relatives and staff consistently told us about the positive and caring attitudes of the management team. We observed the registered manager to be supportive of both people and staff. The registered manager talked passionately about ensuring people living in the home were living their best lives and gave examples of how they did this.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. The service had not received any complaints. The registered manager was able to confidently describe the process for investigating concerns and sharing the outcomes with relevant people.

People living in the service were asked for their views at regular meetings and the registered manager had an open-door policy. We saw evidence of the registered manager acting on feedback from people following 1 of these meetings. Staff told us they were confident the registered manager would act if they raised any concerns with them.

One relative told us, “If I want to speak to anybody, they always make the time and are available. The registered manager is great, and the deputy manager is good too. I tend to sit with my relative in the cafe area, the registered manager will always wave at us and if I need to see her, I can just go in.” Relatives consistently told us the registered manager was always responsive and dealt with any queries or concerns immediately.

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 told us they felt supported to give feedback and were treated equally, free from bullying or harassment. Staff with protected characteristics felt supported. The provider held regular staff meetings and had recognition awards to engage and celebrate staff.

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.

Staff understood their roles and responsibilities, including the importance of reporting changes in people’s wellbeing. They kept good records of the support people received. Governance processes including quality audits were effective in monitoring and improving the service. During the inspection, the provider took immediate action to strengthen ‘when required’ medicines protocols so they included the necessary information.

There were security measures in place to ensure all paper and electronic information was stored safely and securely. The provider submitted information to partner agencies when 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 had positive relationships with the local GP practice. A professional involved with the service told us, “I think the staff at Marnel are a lovely team and I am always very impressed with how caring they all are towards residents and their families.”

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.

The registered manager told us relatives wanted to be involved in gardening with their loved ones. They gave all interested people their own garden plot. Relatives came and supported people with their individual plots. This supported meaningful visits with relatives. People took pride in their garden plots and were able to celebrate their achievements with their peers. The registered manager told us, “It reflects our person-centred approach and our commitment to promoting wellbeing, independence, social connection, and positive outcomes for everyone living at Marnel Lodge.”