Magnus 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 our first assessment of the service. We have rated this key question good.

The registered manager and nominated individual led the service with passion and commitment to the ethos of person-centred care. They had developed a culture which was open, inclusive and proactive when it came to anticipating challenges and finding positive solutions. People, relatives, external professionals and staff had confidence in the leadership of the service

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.

Staff and leadership had understood a shared vision and strategy which had been developed through a structured planning process in collaboration with people who used the service and external partners.

Processes were in place to help staff and leaders demonstrate a positive, compassionate, listening culture which focused on learning and improvement. The registered manager told us they were really committed to training; mandatory training levels were at 100% at the time of the inspection.

Staff confirmed management had the experience, capacity and capability to ensure the organisational vision was delivered, and risks were well managed. Staff told us leaders were supportive, visible and led by example. One staff member said, “I would say I am very well supported by my line manager since I have been new in my role, my line manager has provided me enough support to be able to be successful.”

Processes were in place to recognise and reward positive staff practices, which evidenced leaders were compassionate and inclusive.

Staff told us management acted with openness, honesty and transparency. Staff told us they felt encouraged to raise concerns and that the registered manager operated an open-door policy and always welcomed their ideas and feedback. Staff explained they had no concerns about speaking with the manager about any aspect of their job or any concerns they had. They said, “The management are lovely and approachable, they really care about my wellbeing. If concerns are raised feedback is given and there is room for query.”

Processes were in place to help ensure when concerns were raised, leaders investigated, and lessons were shared and acted on. The service operated a duty of candour, when something went wrong, people received a timely apology, and actions were taken to prevent the same happening again.

Staff told us they felt valued and respected in their roles, they were well-supported by the registered manager both professionally and personally. Staff were comfortable asking for reasonable adjustments to be made if required.

Feedback from leaders confirmed action was taken to help prevent any disparities in the experience of staff with protected equality characteristics.

The provider recognised the importance of staff working well together and understanding each other’s roles. Communication and refresher training was an area of strength.

The management team told us information was used effectively to monitor and improve the quality of care and that mandatory quality frameworks, recognised standards and best practice guidance were used to help improve equity in experience and outcomes for people.

Audits and governance processes such as the analysis of accidents and incidents, helped ensure the service had an accurate picture of risk to the safety and quality of the service at any one time.

People and relatives felt staff engaged with them and other health and social care partners when required, feedback regarding the registered manager and nominated individual was consistently positive; they described a proactive and trustworthy service.

To make sure patients received the proper care, the registered manager looked for and acted upon information from a variety of sources. Staff worked openly with others. They were open to advice and support, for instance from physios and nurses.

Feedback from partners confirmed the provider worked in collaboration with them to help deliver a seamless experience for people. One external partner confirmed, ‘I found the Nominated Individual to be very professional and wanting to have a culture of continuous improvement.’ and ‘The management team all work well together, it was a good experience working with them.’

Processes were in place to help people receive the best possible outcome with regards to their care and support. People’s recorded care evidenced how staff worked with external partners to help ensure people received the right care and support to meet their needs in a holistic way.

Feedback from leaders confirmed they had a good understanding of how to make improvement happen and how improvement was an ongoing process. The registered manager explained how they continuously adapted policies and procedures to remain compliant with any changes in regulations and compliance requirements.

Processes were in place to help to ensure that learning happened when things went wrong, and from examples of good practice. For example, staff meetings and supervision processes. Leaders had a good understanding of how to make improvement happen and were focused on continuous improvement learning and innovation.