Maidment Court

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. Staff and leaders were committed to the service and providing the best care. The provider described a culture focused on compassionate and supportive care, where people's happiness and wellbeing were important. The service mission statement was “To improve the quality of life for older people, inspired by Christian concern”. Staff understood the purpose and direction of Maidment Court. The service aimed to support people to remain living at Maidment Court as their needs changed, adapting their care and support where possible rather than people having to move elsewhere.

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. They did so with integrity, openness and honesty. At the time of the inspection there was no manager in post, as the previous manager had recently left the service. However, Maidment Court had an established management structure in place, and we received positive feedback about the leadership of the service. Some comments were: “The service is well managed. The management are approachable empathetic and responsive” and, “I think it is well run.” We also received positive feedback about individual members of the management team, “[person] is an incredible member of management and is very knowledgeable about the people who live here. They communicate brilliantly with the staff and people alike. [Person] is clearly very well respected and loved.” A health and social care professional said, “Maidment Court carers and management are very competent.”

The service fostered a positive culture where people felt they could speak up and their voice would be heard. People and their relatives were provided with opportunities to give their views on the service, and these were actively sought. Staff felt comfortable raising concerns, they knew how to speak up and had confidence they would be supported. Policies, procedures and information for staff made it clear how to raise any concerns and staff confirmed they knew how to escalate concerns if they felt it necessary. A relative said, “I feel any concerns I have are always dealt with. I have a good relationship with senior management.”

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. Staff told us they felt accepted by their colleagues and the service. A staff member said, “I feel included in the team, it’s a nice team to be part of.” Another staff member said, “I love working here. I just love it. There are opportunities at Maidment Court to progress, we are a consistent team and we know everyone really well.” Management prepared rotas far in advance, enabling staff to plan their personal commitments and supporting a positive work-life balance. Policies and procedures were in place to support and reinforce the provider’s commitment to equality, diversity and inclusion.

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 provider had governance systems in place to monitor and improve the quality of care provided. These systems ensured leaders at all levels, including senior managers, maintained effective oversight of the service. Through regular audits and analysis of incidents, the provider identified areas for improvement and implemented action plans where required. The provider had independent audits completed by external organisations.

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. The service shared information and worked with a wide range of professionals and services to support people in their own homes. We received positive feedback from external stakeholders and professionals who worked alongside the service. A health and social care professional said, “I believe we have a very respectful, professional relationship with Maidment Court. They are very well organised and deliver a high standard of care across the board. This in turn reduces our workload and directly improves outcomes.” Staff supported people to remain connected with their local communities and pursue their individual interests and pastimes.

The service 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 contribute to safe, effective practice and research. Staff received regular supervision and had opportunities to share their views through team meetings. The provider used learning from accidents and incidents to drive improvements in the quality of care. The provider told us about the ways in which they were continually looking to improve the service. Plans included introducing electronic care plans, implementing a continuous improvement plan and further developing the onsite bistro.