Marine Park View

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

Substantial improvements, have been made since the last inspection and at this inspection we found the service was no longer in breach of regulations. The Nominated Individual and new manager, who had applied to become registered with the Commission, had worked hard to change the culture. Leadership was now stable. The service now promoted a positive culture which was practised and promoted by the whole of the staff team. People and staff now said they were not afraid to speak up and they knew they would be listened to. Management and staff had worked collaboratively with the local authority and partner organisations in order to achieve the improved outcomes for people. There was an emphasis on learning and improving throughout the service. People, their relatives, staff and external healthcare professionals were asked for their views and experiences of the service provided by Marine Park View. Feedback was listened to and addressed. Staff and managers worked in partnership with visiting health and social care professionals which provided good outcomes for people. The service had inclusive leaders who embodied the culture and values of their workforce and organisation. There was a capable and compassionate management team who, with staff, worked to ensure good quality care for people in partnership with external professionals. Staff told us they felt supported by the management team. The service had accessible policies and procedures that staff were aware of and kept updated with. The service demonstrated that it valued diversity in its workforce and worked towards an inclusive and fair culture by improving equality and equity for its staff. The service demonstrated effective processes in relation to responsibilities, roles, systems of accountability and good governance. Effective systems were in place to assess, monitor and improve the service, when shortfalls were identified by internal systems, these were addressed.

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 leaders shared the values and vision of the care provided in the home. Staff we spoke with explained the values of caring, passionate, teamwork which were at the centre of their day-to-day work. All staff members said they now worked as a team and morale was much improved. A staff member commented, "Team work is much better now, there is an open culture." Staff told us they had received refresher training about person-centred care and other courses to remind them of their responsibilities to raise concerns and ensure people received safe and person-centred care that respected their rights, offered them choice and recognised each person as a unique individual.

At the last inspection work was in progress to remove the closed culture. People and staff had felt unable to speak up to the previous management. The changed management team had worked hard to ensure there was clear and renewed understanding of the values and philosophy of care provision shared by all staff. This was evident at this inspection, the changes to the culture and introduction of new systems was ensuring people and staff were involved and listened to. New staff received support and training which helped them to show those values in their daily work with people. The quality and vision of the service was regularly discussed with staff during a range of meetings. The positive service culture was promoted by leaders and staff and noticed by people visiting the home. A professional commented, "A total turnaround of atmosphere within the service, the staff team is stable and this has shown clearly in the people using the service. The manager and team are very person-focused."

Policies and processes showed how the manager and their team shared good practice amongst meetings, audits and feedback captured good examples of a positive culture were people were happy with the service. The Nominated Individual and manager were very visible in the home. We saw them being involved, communicating with people and staff and leading by example. The nominated individual and manager had built a strong leadership structure in the home and worked as a part of the team, being visible to people and relatives, and building good relationships with partners. A professional commented, "Management were respectful and eager to work collaboratively with stakeholders." The manager spent time not only completing management tasks but also a large amount of time speaking with residents. A person told us, "The manager is very friendly. I know the director, he comes to inspect the place. He sees they are doing their jobs right. They are very friendly."

All staff told us there was very good leadership in the home. Feedback from staff and the manager demonstrated leadership in the home was based on inclusivity and how the manager understood the context in which care was delivered and how that had a positive impact on the culture and values of the service. Staff told us they thought the manager led by example and they had the skills, knowledge and experience to manage the service.

The provider had a clear whistle blowing policy and systems in place. Staff could raise concerns and the information how to do this was available in the service and within the staff handbook.

Staff said they had confidence in the management team and would not be afraid of raising any concerns. Their comments included, "We work as a team now. I could raise any concerns without fear of consequences now,." "It is now an open, sharing environment, we are all involved in sharing ideas and decision making," "I feel able to speak up, the new manager is very accessible" and "It is a happier environment, open and transparent I would feel confident approaching the manager, I am well-supported. I feel could raise any concerns if needed to, I could not before."

Policies and practices were in place to help maintain a workforce in which equality, equity and exclusivity prevailed. This was largely driven by the culture and attitudes of the staff, who valued the whole of the staff team and helped to support one another on both a professional and personal level.

Staff told us they felt valued and respected in their roles. They felt well-supported by the manager personally and professionally. Staff told us they were able to ask for reasonable adjustments to be made to their working patterns for specific needs, for example to incorporate family commitments

At the last inspection the service was not meeting all the legal requirements of Regulation 17, Good governance in the home. At this inspection the service was no longer in breach of this requirement as improvements had been made. There were now stronger governance systems used effectively in the home. Audits and checks were carried out regularly in the main areas of the service, such as around care records, health and safety, staff practice. The nominated individual supported the management team by completing reviews of quality and safety of the service in line with regulatory requirements. The nominated individual and manager had worked hard to complete all the actions from the joint CQC and local authority action plan. The manager maintained good oversight of all audits and checks and progress with improvement action plans. Electronic systems and robust monitoring tools were utilised to monitor, for example staff training or day-to-day care provided to people. The manager understood the legal requirements of their role and the importance of their role and responsibility. They had submitted an application to the CQC to become registered as the manager of the service.

Staff and leaders knew their responsibilities around quality and safety monitoring and governance. A staff member told us, “We have regular meetings, and discuss any people at risk." The manager and senior staff could clearly explain governance systems in the home and their individual responsibilities. A staff member said, "I update the care plans every month."

People told us the home worked well with other agencies so people could access appropriate help and support when required.

Staff and managers explained how they worked with healthcare, social care and community partners. They had good knowledge of the local services and support systems and how to access them. The manager told us they had a very good working relationship with the local authority who regularly visited and monitored and supported the service. They also said they had a very positive working relationship with their local GP practice,

Management and people’s records included communication with partners such as healthcare professionals, social care teams and specialist services. The manager ensured the service was aware of their local systems, so staff could work well with partners.

Service partners provided positive feedback about working with the home. One professional commented, "It is a pleasure to visit the home and I feel that the care home staff and management should be commended and proud of the changes that they have made."

The provider had clear systems in place to ensure learning and improvement was considered within audits, staff meetings and quality assurance activities. There was clear evidence of changes that had been made to the service to address checks and audits outcomes and people,,relative and staff feedback. Processes to ensure that learning happens when things go wrong, and from examples of good practice were well established. The manager encouraged reflection and collective problem-solving. This occurred on a daily basis during staff handovers, daily 'huddle' and in staff meetings. External quality assurance arrangements were in place to monitor the internal governance and identified any potential shortfalls and monitored actions to reflect and improve the service on an ongoing basis .

Staff told us there were opportunities for training and development. They felt there was a focus on learning and improving throughout the service The service demonstrated it focused on continuous learning and improvement, and encouraged ways of delivering good outcomes and quality of life for people. Staff and leaders had a good understanding of how to make improvement happen. Leaders encouraged staff to speak up with ideas for improvement. Staff were complimentary about changes made by management. A staff member told us, "It is a good place to work. I enjoy coming to work now." Another staff member commented, "It is now an open, sharing environment. We can now speak up, share ideas, there’s better support for decision making."