Magnolia House

The inspection was unannounced and took place as part of our regular monitoring role. The rating at the last inspection was “Good” and after this inspection has remained “Good”.

We assessed the service against ‘Right support, right care, right culture’ (RSRCRC) guidance to make judgements about whether the provider guaranteed people with a learning disability and autistic people respect, equality, dignity, choices, independence and good access to local communities that most people take for granted. We found the service closely reflected this guidance and were supporting people to lead positive and empowered lives.

People felt at home at Magnolia House and had developed close trusted bonds with their peers and staff team. They were supported to be in control of the care they received which was regularly reviewed alongside them to ensure it continued to meet their expectations. They were enabled to participate in society as equals, and to take part in a wide variety of activities that brought them meaning and increased their confidence and independence.

There were sufficient numbers of staff in place who were trained, knowledgeable and passionate about people. They worked together collaboratively and alongside partners so ensure people received the care they needed, when they needed.

There was strong leadership in place who were knowledgeable about the people they supported and demonstrated the values the expected of staff. They led with integrity and openness and had a clear vision for the service.

There were robust governance systems in place to ensure the ongoing safety of the service including regular checks on the safety of the building, staffing, medicines and analysis of incidents and accidents.

There was a positive culture where opportunities for learning were actively sought and taken to promote people’s quality of life.

People treated Magnolia House as their own home and it was personalised to their own needs and interests. They were able to spend time there as they wished and were encouraged to take ownership of tasks such as cooking and cleaning if able to, which developed their own independence.

The service had developed strong relationships with partner agencies, and there were clear plans in place setting out the care people would receive to maximise their health and wellbeing. Where people’s health deteriorated, staff worked in partnership with others to ensure they received the proactive support they needed.