Maple House

On this page

• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

Caring – this means we looked for evidence that the provider involved people and treated them with compassion, kindness, dignity and respect. At our last assessment we rated this key question good. At this assessment the rating has remained good. This meant people were supported and treated with dignity and respect; and involved as partners in their 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 always treated people with kindness, empathy and compassion and respected their privacy and dignity. Staff treated colleagues from other organisations with kindness and respect. Relatives told us staff treated their family members with kindness and respect. People were relaxed in the company of staff, they were happy to joke with staff.

We observed staff assisting people to prepare their breakfast, they knew people’s choices and preferences. Staff explained people’s routines and how they ensured this was maintained to keep them settled.

The provider treated people as individuals and made sure people’s care, support and treatment met people’s needs and preferences. They took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics. People’s support plans were personalised and specific to the person, there were details about their choices and preferences. Support plans covered all areas of people’s lives including their religious needs. Staff understood people’s religious needs and supported them to fulfil these needs.

Relatives told us their family members were supported to take part in activities they enjoyed. We observed staff supporting people in line with their preferences, for example, one person liked to go for a walk, and another liked to go out in the van.

People’s rooms reflected their personalities and preferences. There were pictures of their favourite singers or football team on the walls or on their door. People dressed in clothes they had chosen and liked to wear.

The provider promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing. Relatives told us people were supported to be as independent as possible and encouraged to help staff. We observed people taking the rubbish out with staff and helping them to clean the kitchen after breakfast.

Staff told us people were encouraged to help staff with cleaning and laundry as much as possible depending on their abilities. People’s support plans described what people could do for themselves including personal hygiene and the support staff should give.

We observed people being given choices during our inspection, people told us what they had chosen and why. People were supported to take part in activities they enjoyed either as part of a group or individually. Some people attended college independently, which they enjoyed.

The provider listened to and understood people’s needs, views and wishes. Staff responded to people’s needs in the moment and acted to minimise any discomfort, concern or distress. Staff knew and understood people, they knew how to respond to people when they were anxious or distressed. People’s support plans contained details of the different levels and triggers for people’s distress and the action staff should take. The deputy manager explained when people’s behaviour had changed following a review of medication, staff had received additional training and support. Staff told us they felt supported and confident to support people when they were distressed. Staff had completed detailed documentation about the action and when medicines had been given when people had been distressed. This documentation continued to be analysed to make sure the support plan was relevant and met people’s needs.

At the time of the inspection, the management team were providing information and evidence of people’s changing needs to the funding authority to assess the hours they needed staff support for.

The provider cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care. Staff told us they felt supported by the management team. Many staff had worked with the operations director previously at the service and felt confident to raise any concerns.

Staff told us their shifts had been changed to help support their childcare responsibilities. Staff explained their shift patterns and had the required breaks between shifts.