Mayfield Care Home

“People can only be deprived of their liberty to receive care and treatment with appropriate legal authority. In care homes, this can be done through a procedure called the Deprivation of Liberty Safeguards (DoLS), which is part of the Mental Capacity Act 2005 (MCA). We checked whether the service was working within the principles of the MCA and how they managed DoLS within the service. We found that staff and management worked within the MCA. DoLS authorisations were appropriately applied for and overseen. People were not subject to unlawful or excessive restrictions. They had choice, control and freedom over their lives.”

“People were supported by enough staff who had the skills and knowledge to support them safely. Risks were assessed and people were involved in the process. The home was safe. This included effective systems in medicines administration, safeguarding people from abuse and maintaining a safe environment.”

“All prospective residents had a face-to-face assessment to ensure people’s needs could be met. People’s nutritional and hydration needs were met. The home employed chefs who cooked fresh food and home cooked meals. People were supported to manage their dietary needs and associated risks. This included where people were at risk of poor nutrition, dehydration and other medical conditions that affected their health. People's health and wellbeing was routinely monitored, and people were supported to achieve good outcomes. People’s rights and decisions around consent were understood and respected by staff.”

“People were treated with dignity and respect. Staff retention was very good, and people were supported by staff who knew them well. Staff were not rushed and had sufficient time to develop trusting relationships with people, and their families. Care plans included details of people’s day-to-day needs and preferences including details about people’s hobbies, interests and important relationships.”

“Care plans were person centred and were reviewed regularly to ensure they fully reflected people’s physical, mental, emotional and social needs. The management team were hands on, visible and available to people and their families. The open-door policy enabled issues to be dealt with quickly and informally. Staff received training in a range of courses designed to support their understanding of people’s rights. These included dignity in care, safeguarding and dementia awareness.”

“Staff and leaders demonstrated a positive, compassionate, listening culture that promoted trust and understanding between them and people using the service. Staff had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality care, treatment, and support. Staff felt involved in the service and told us managers encouraged staff to speak up with ideas for improvement. Staff reported a high level of satisfaction with their roles. They told us, “I love it here, it is like a home, I like to be here. It is like a family. The manager is accessible and we all work together” and “It’s great here. It is a small home, so I know the residents well. It is homely.””