Maycroft 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 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.

Staff and people using the service felt there was a positive culture at the service.

Communication channels between people, staff and management were open and effective. One relative told us, “The manager and her team really run the place well and are on top of everything, we couldn’t ask for better.” Another relative said, “They hold relatives' meetings, they do listen and they post outcomes on the noticeboard in the entry hall. They send us a weekly newsletter including the activities.”

The provider 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.

The registered manager was passionate about providing safe and effective person-centred care to the people living at Maycroft. All staff were open to suggestions for improving the service. A relative told us, “The manager is really giving her all, sometimes I worry that she is doing too much. The place runs very well.” Another relative said, “The manager and staff speak to me. The place is lovely, and they are lovely to the residents as well.”

Staff found the management to be visible and supportive. The registered manager was a strong leader who was experienced and respected by the staff and people alike. They put people at the centre of everything they did and led a staff team by example. A staff member told us, “The manager has an open-door policy. They are always approachable and supportive. I am confident to discuss any concern with them, as I know they always find a good solution. They are always here and available to catch up with all the staff.”

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

There were policies and processes in place to allow people, relatives and staff to raise concerns and / or share ideas. People and relatives told us the registered manager was very approachable and addressed any concerns they had immediately. People and relatives were encouraged to complete regular feedback and attend residents’ meetings.

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.

Staff told us they enjoyed working in a diverse team. A relative told us, “They have a really good team of carers at the moment, quite a few from India, and they have really come on, so good, so reliable and conscientious.”

The provider had policies to promote equality, diversity and inclusion and to protect staff from discrimination and harassment.

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.

Staff told us they felt supported and valued by the registered manager who was available whenever they needed them. Staff said they were supported to keep up to date with the care people required. A staff member told us, “I enjoy coming into work, we all get on well together and help each other out.”

The provider had processes to monitor the quality of the service. There were regular audits of all areas of the service.

The providers representative regularly visited the service and worked alongside the registered manager to undertake visual checks of every area of the home. They also supported them with any areas for improvement.

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 registered manager worked in partnership with the local authority, community teams and were keen to listen and learn to make improvements to ensure that they provided good care to all

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.

Staff actively contributed to safe, effective practice and improvements to care were discussed in daily handover and staff meetings.

The provider had systems and policies in place to ensure learning and improvement. We noted that lessons learned had been put in place, and where concerns were identified, these were appropriately communicated to the staff team. The registered manager was very responsive to feedback on how to improve the experience for people living at the service and keen to put it in place.