The Mayfield 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.

This is the first inspection 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 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.

The registered manager and provider knew people very well. There was a culture of openness, learning and continuous improvement to the service provided. They were committed to providing responsive, person-centred care. Staff we spoke with shared that culture and commitment. Staff said, "It's an amazing job. Care work is amazing. Giving 100% person-centred approach to the residents. I absolutely love my job. I love the residents" and “I chose to go to work at The Mayfield. I can be proud to work here as opposed to not. I don't want to work somewhere people aren't cared for properly because that's what it's all about isn't it. Caring for them well."
 

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.

Staff, people who used the service and relatives, were very positive about the registered manager and the way the service was organised and run. A staff member said, "[Registered manager] is a brilliant leader. She is fantastic, she's firm and fair. I could go to her with anything.”

People told us, “If there is anything you can just go to [registered manager]” and “The manager is very kind. I would recommend the home.”
 

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

Staff were aware of whistleblowing procedures. There were regular meetings for staff and people who used the service to share their views and ideas.

People told us their views were sought. One said, “There are residents’ meetings; I always go. You can bring up anything.”
 

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 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.

The registered manager and provider had good oversight and knowledge of the service. There was a range of quality monitoring and auditing in place. This included regular meetings and oversight throughout the management of the home and provider organisation. There was a positive approach to continuous improvement and development. In response to issues found with records during the inspection, we were shown improvements that were going to be put in place to auditing records; which included more detailed checks. During the inspection we saw these improvements had been actioned.
 

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 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 and registered manager shared an understanding of the need for holistic support.
A family member we spoke with told us about a support group ‘The Mayfield relatives’ that met regularly at the home. This was organised by and for family members, whose partners were living with dementia and lived at the home. Initially the registered manager had set up the meetings at family’s request, but families now ran it themselves. In their meetings they have looked at various topics of interest. They talked about changes in their partners condition and provide support to each other. People found the group very supportive and helpful.