Marian 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.

The last rating for this key question was 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 71 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

There was a positive culture at the service. People living there, visitors and staff spoke about a ‘family’ like atmosphere and a sense of belonging. We observed staff and people using the service greeting each other and showing empathy and kindness. Staff enjoyed working at the service. Their comments included, “I would recommend the home to friends or family” and “It is a good place to work because of the other supportive staff.”

The registered manager was suitably experienced and had a qualification in care management.

The registered provider had a range of policies and procedures which reflected legislation and good practice guidance.

There were procedures to enable staff to speak up if they had concerns. Staff could not describe all aspects of these procedures and some staff did not know how they could raise a concern anonymously. We discussed this with the registered manager, to help them plan how to support staff to better understand these processes.

Staff told us they would speak up if something was wrong.

The provider had procedures to ensure staff were treated fairly and in line with legislation. This included access to time off for leave and sickness.

The provider had effective systems for monitoring the quality of care and safety at the service. These included a range of different audits. When concerns were identified through audits, complaints or feedback, the registered manager had developed action plans to make improvements. These action plans were monitored and reviewed.

Staff worked in partnership with other professionals to help provide good quality care. A community matron was linked to the home and visited each week. They supported staff to liaise with other healthcare professionals. There were regular visits from a chiropodist and physiotherapist for people who needed their care.

The service had links with local groups in the community, including a local churches and schools.

The provider supported staff to access a range of training and to develop their skills and knowledge. The registered manager explained they had introduced new systems at the service including electronic care plans and medicines records. These had helped to improve record keeping and audits. The provider had also made improvements to the environment. The registered manager told us they were planning to further develop links within the community and improve people’s access to a range of different activities.