Maun 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

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 requires improvement. At this assessment the rating has changed to 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.

There was an open and honest culture at Maun View. Staff told us, the management team were approachable and proactive. The provider had visions and values in place which centred around dignity. Staff and the management team displayed the providers values. A member of the staff team we spoke with said, “Respect is one of our top values; all people in our care are respected by everyone, their dignity and privacy being kept in the front of our minds at all times and constant promotion of their independence.”

The provider had inclusive leaders at all levels who understood the context in which they delivered care. The manager was experienced and supported by a deputy manager and regional manager, all of whom knew the service and people they supported very well. The management team knew their roles well and identified areas for improvement to keep people safe from harm. We found audits had been completed and findings shared with staff. Staff respected the management team and told us, “The management are present in the home and are happy to hear any concerns or positive feedback no matter what they’re doing. I have never felt not listened to when raising a concern to the management team, they have always made me feel extremely confident in being able to talk to them.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff were aware of the whistleblowing policy and told us they would not be fearful to raise concerns should they need to. Policies in place supported staff to raise concerns both internally and externally. Regular meetings were held, and these were recorded, allowing staff who were unable to attend to review the content. Actions of meetings were documented to ensure any action needed was completed. Staff surveys were completed and the results shared to see what was working well and what was not. Staff told us they felt valued and supported in their roles.

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who worked for them. The management team gave us an example of supporting a member of staff from a minority community, they supported the staff member in ensuring they were respected and included. Management and staff completed Equality, diversity, and inclusion training. Staff had access to the services policies and systems. Staff were supported to progress within their chosen career. We found many staff to have been supported and had progressed to more senior roles at the service.

The provider had clear responsibilities, roles, systems of accountability and good governance. Systems to audit the quality and safety of the service were effective in identifying and addressing areas for improvement. For example, detailed audits of care records were completed to identify any issues. This ensured staff had accurate information in order to provide safe and effective care. A consistent and experienced management team meant the service was well-led. The manager was aware of their regulatory requirements and responsibility under the duty of candour. Duty of candour is a professional responsibility to be honest with people when things go wrong. The registered manager was open and honest throughout the assessment process. The registered manager displayed a positive attitude to the assessment process and was responsive to our requests for information. Staff were clear about their roles and responsibilities. Staff felt supported by the management team and told us they would act on any concerns to protect people living at Maun View.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement. A professional we spoke with told us, “The service is very good at communicating, they are honest, and we have open conversations to ensure people’s needs are met.” The service had a shared minibus which staff utilised to support people to go out and about in the community.

The provider focused on continuous learning, innovation, and improvement across the organisation. We found there was an effective system in place to drive service improvement. Findings were shared with staff to ensure improvements were made. For example, findings from call bell audits and what this meant for people using the service were shared in detail with staff. This meant staff could see the impact of any long waits for support had on people. Sharing of meaningful information promoted service improvement.