Maypole 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 service had a shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities. People’s relatives, staff and professionals involved with the service told us there had been an improvement since the manager started working at the service. The manager was working hard to ensure each individual person was at the centre of their support when decisions about their lives were being made. People were consulted about their care and care plans; relatives’ input was sought. One relative told us she had been invited to meetings at the home to discuss her family member’s care. They also told us she was invited to regular reviews. The manager had arranged for a vicar to come and conduct a service for a person who was missing their religious activities. Another person was supported to have Bulgarian and Mediterranean style foods because they were missing this type of food.

The service 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. There were mixed reviews from relatives around communication. The manager was working with the senior staff to improve this. Most relatives told us if there was a problem they felt sure it would be dealt with appropriately. One relative told us, “If I phone in to ask about something, I always get a good response.” The manager told us, “We are moving away from reactive and task-based care, we have to incorporate the resident, I can see people have care interactions, I am looking in-between care interactions to ensure there are other meaningful interactions.” The manager was focussed on enabling people to live good, ordinary lives as part of their community. One person who used to sail was supported to go on a boat trip, this meant a great deal to him.

The service fostered a positive culture where people felt they could speak up and their voice would be heard. The manager told us of a time when they had investigated a concern and shared learning from the concern with the staff team and put plans in place to mitigate the risk of it occurring again. A relative told us, “If I’m worried about anything, my daughter sends them an email and they respond to her.” Staff members told us the manager was supportive and knowledgeable. People living in the service were asked for their views in a variety of formats. We reviewed people’s daily records which evidenced their choices, input, and involvement in day-to-day activities. We reviewed evidence of several people being supported to do the things which mattered to them. People’s support was regularly reviewed, and most relatives told us they participated in this process. The provider also sent out resident surveys. Action plans were devised from these survey’s and were shared with people to say what had been said and what they had done in response. This meant people’s views were listened to and were used to drive improvement.

The service valued diversity in their workforce. They work towards an inclusive and fair culture by improving equality and equity for people who work for them. Most staff felt supported to give feedback and were treated equally, free from bullying or harassment. Some staff felt the staff team were not always inclusive of each other, however, they felt things had improved since the manager had started. One staff member told us, “The new manager is very understanding, all managers are very busy and always say either send an email or they will give me a call if I’m not in work. If the manager is in the home, he comes in on some nights and will walk around and did supervisions with us all when he started.” People with protected characteristics felt supported and shared with us examples of this.

The service 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 act on the best information about risk, performance and outcomes, and share this securely with others when appropriate. The management team were visible, knowledgeable, and supportive, helping staff develop in their roles. The manager used a range of audits to monitor quality and identify areas that could be improved. These had effectively identified the shortfalls we found in relation to staff supervisions and plans were in place to address this. Staffing numbers were also kept under review. The manager and management team were able to confidently tell us how they followed the principles of General Data Protection Regulation (GDPR) to ensure safe record keeping. Some people living at the service lived with a learning disability or were autistic. The service was able to demonstrate how they were meeting the underpinning principles of Right support, right care, right culture. There was no registered manager in post. The provider had placed an interim manager at the service and was in the process of recruiting a manager to meet their registration requirements.

The service understood their duty to collaborate and work in partnership, so services work seamlessly for people. They share information and learning with partners and collaborate for improvement. Relatives, staff, and the registered manager shared with us positive examples of collaborative working which helped build a culture that focussed on people enjoying their lives. One professional told us, “They [The service] have interim management in place and are recruiting a new manager, the interim team have been very engaging, this has at times been a challenge under previous management.” Another professional told us, “Maypole are very prompt in their responses, which means that working for and on behalf of clients can be very efficient, as well as replying to other professionals that you are working in sync with.”

The service focused on continuous learning, innovation and improvement across the organisation and local system. The manager was working in close contact with the local authority to make improvements across the service. Three professionals who gave feedback told us things had improved since the manager has been in post. The manager encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe, effective practice and research. Leaders worked with people, their representatives and staff to build a culture that focused on enabling people to enjoy a full life by seeking their feedback via surveys and including people in the reviews of their care.