Mappleton

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 the first assessment for this service. This key question has been rated 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 79 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The provider 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.

Senior managers demonstrated a strong commitment to fostering a family-like environment, with staff describing the registered manager as “supportive” and “amazing”. The registered manager was very visible and actively involved in care delivery, which reinforced the service’s values. Staff felt proud of their roles, the impact they had, and described a culture of mutual respect and teamwork. Staff meetings, informal check-ins, and regular praise contributed to a culture of openness and mutual respect. Staff described the service as “a nice environment” and “a close network”, with regular bonding activities and celebrations that helped build morale and team cohesion.

The provider had exceptionally 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. They always did so with integrity, openness and honesty.

Senior staff were visible, credible and trusted by staff. The registered manager was described as “super-efficient” and “very caring” by all the staff members we spoke with. Staff consistently praised the leadership team’s responsiveness, availability and commitment to supporting both staff and people using the service. Staff described the environment as supportive and inclusive, with regular praise and recognition from leaders. One staff member said, “[The registered manager] is always telling us how wonderful we are.” Another staff member explained, “[The registered manager] doesn’t just wait for staff meetings to praise us, they do it every day.” The registered manager was seen as part of the team. Staff felt empowered to raise concerns and contribute to decision-making. One staff member noted, “[The registered manager] just re-arranges my working time to accommodate appointments”. This reflected a flexible and compassionate leadership style. New staff were welcomed and supported through thorough induction and shadowing, and leaders were described as approachable and invested in staff wellbeing. The leadership team also supported career development, with examples of staff being mentored into senior roles.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

Staff reported feeling safe to raise concerns and were confident that these would be acted upon. There was evidence of a clear whistleblowing policy and procedures. Staff felt confident their voices were heard and their feedback led to changes. The open-door policy and regular communication via WhatsApp and meetings supported a transparent and responsive environment. Staff described the registered manager as “always available” and said they could contact them, or any of the senior staff, at any time. Staff felt listened to and valued and described the service as one where “nothing is hidden” and “everyone helps each other out”.

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 provider supported staff with protected characteristics and promoted inclusive practices. Staff files included equalities monitoring and reasonable adjustments, such as flexible rotas to accommodate childcare. Staff described a culture of mutual support and respect, with leaders taking time to understand individual needs and preferences. Staff training included equality and diversity modules, and the manager ensured that all staff completed relevant safeguarding and medication training, regardless of previous experience.

Governance, management and sustainability Score: 3

The provider 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 acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

Governance arrangements were effective and well-embedded. The provider used a dashboard to monitor care delivery, audits and compliance, with clear systems for tracking overdue tasks and incidents. The registered manager maintained oversight of training, supervisions and care plan reviews, and used a structured monthly schedule to ensure consistency. Monthly audits covered all aspects of the service and the registered manager had developed a good routine for completion of these. Responsibility had started to be shared with other senior staff, in order to encourage staff development and provide more robust contingency planning. Staff were aware of policies and procedures, which were regularly reviewed and shared via email. The provider had a clear plan for sustainability, including staff development and service expansion.

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.

The provider worked effectively with external professionals and community partners. The service participated in local forums and maintained a network of experienced professionals who provided supervision and guidance to the manager. Staff also engaged with families and the wider community, including visiting people in hospital and when they had moved to care homes, as well as organising seasonal events and gifts for people using the service.

The provider focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe, effective practice and research.

The provider demonstrated a strong commitment to continuous improvement and accountability. Staff described regular updates, training refreshers and opportunities to develop new skills. The service embraced digital tools for care planning and monitoring, and staff were trained to use these effectively. Feedback from audits and surveys was used to drive improvements, and staff described a culture of learning and reflection. The provider had adapted systems following changes in training providers and ensured that all staff remained compliant. There was evidence of reflective practice and learning from incidents, with changes made to care delivery and staff competencies following, for example, medication errors. Staff felt confident in their roles and described the service as “always improving”.