The Maples

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 assessment for this registered service. This key question has been rated outstanding. This meant service leadership was exceptional and distinctive. Leaders and the culture they created drove and improved high-quality, person-centred care.

This service scored 89 (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 very clear shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and an exceptional understanding of the challenges and the needs of people and their communities.

The provider shared their mission statement in information shared with people and staff which was ‘to provide compassionate heart centred care that enriched the lives of the people who lived and worked in their homes’. The provider’s vision was very much to create a ‘family’ feel within the home where people could have a life well lived and be closely supported by their family, friends and community. Discussions with staff and the management team demonstrated their commitment and passion to fulfil this vision. People told us how they enjoyed living at the service. A person said, “I love it here, it is my home, and I have made friends here, and the staff are wonderful and so caring.” A relative told us, “When I first came here to look around, I was immediately taken by the atmosphere. It’s not the building it’s the staff. Brilliant. Fantastic. They were very much in tune with our situation. It’s a sign of good leadership that staff are so lovely, kind and caring.”

The provider had changed their company’s name to align with their core values. This being EQ care group, a name that reflected their deep rooted belief in the power of emotional intelligence. Emotional intelligence is often referred to as emotional quotient (EQ) which underpinned the provider’s recruitment and retention strategies. The provider believed the ability to recognise, understand, manage, and influence emotions, both your own and those of others, was ‘fundamental to delivering exceptional care’. Incorporating Emotional Quotient (EQ) into recruitment practices enabled the provider to assess potential staff member’s interpersonal skills, adaptability, and emotional resilience, ensuring they communicated effectively and provided good quality care.

We found The Maples had an exceptionally positive culture demonstrated by staff and the management team in their roles. Staff consistently told us how they enjoyed working at the home and the management team told us of how they ensured staff understood the visions and values of the service which was embedded throughout their systems and processes. The recruitment process focused on recruiting staff who cared and saw their roles as a ‘vocation’ and not just a ‘job’. The provider placed great emphasis on investing in staff and developing staff who reflected the right values.

The provider evidenced how continuous collaboration and learning was a core focus of their strategy. We found many initiatives in place to ensure people, their relatives, staff, and professionals had opportunities to express their views. The provider demonstrated a positive listening culture by acting on feedback they had received and informing and updating people of any changes they made because of this. We observed staff demonstrated an understanding of inclusive care by supporting people to overcome any inequalities they may face. Equality and diversity and human rights approaches were embedded in everything the provider and management did and was understood by all staff.People and their relatives were consistently positive about their experiences of the home and how the provider, management and staff team were approachable and how they had developed positive relationships with them.

The provider had exceptionally 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 always did so with integrity, openness and honesty.

The home was led by a team of highly capable, compassionate, and inclusive leaders who set a clear and positive direction for the home. The registered manager was on holiday when we arrived for the inspection and once informed of our arrival, the registered manager chose to return from their holiday as they ‘wanted to be present and support the staff team on their first inspection’. The CEO and senior leadership all came to the home during the inspection to support the staff team and to assist us with the inspection and answer any questions we had. Observations of the senior leadership when they spoke with people demonstrated their kindness and passion to ensure people received good care. We observed one member of the senior leadership team respond to a person who was upset. They knelt beside the person and reassured and listened to them to find out what was the matter. They demonstrated the provider’s core values and commitment to provide compassionate care.

It was clear the registered manager was knowledgeable about the people living at the home and their individual needs. This was supported by the daily meetings which were held where key information was shared to ensure everyone in all roles were kept up to date and received essential information. The registered manager and deputy manager were described as approachable, supportive and always willing to help. One person told us, “The manager and deputy are lovely they come and say hello every morning and ask how I am doing. They listen properly to everything I say and are genuinely interested.” A relative told us, “The manager makes time to talk to you. They explain everything to me, and they are approachable and kind it really does make a difference.” The management team were also praised for working with and maintaining good relationships with external professionals. A healthcare professional told us, “They are great team to work with, responsive and receptive to feedback.”

This outstanding leadership created a culture of openness, trust, and respect, where people, families, and staff felt valued and empowered. The provider and management team’s visible presence, and commitment to person-centred care ensured the home was not only well run but also a warm and welcoming place for all.

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

The provider and management team promoted a culture where staff, relatives, and people using the service felt able to speak up about any concerns or suggestions. People told us staff regularly checked in with them to ask about their experience of the home. One person said, “The staff ask me all the time how I am, and if my needs are being met.” Communication was described as open and effective. A relative told us, “The communication is overall good here. I feel able to speak my mind and I feel listened to.”

Feedback was actively encouraged and acted upon. Surveys were sent out annually to those important to people, staff and professionals. Feedback was sought when people left the rehabilitation household about their stay. Meetings were held with people and those important to them. We saw feedback and discussions about what was important to people and their experiences living in the home. People were asked to share their feedback about the staff and to name a team member of the month. We saw in the minutes of 1 meeting where the deputy manager was praised for ‘listening and advocating’ for people. We saw feedback was also sought about the quality of the food provided in all feedback sought from people. A suggestion box was available in the reception area, and all visitors were asked for feedback when using the electronic signing in and out system. All this feedback was used to drive improvements in the home.

Staff told us they felt able to share ideas in meetings held in addition to when completing the surveys. Staff felt safe and confident in raising any concerns they may have about other staff member’s practices. A staff member said, “I know I could go to any of the management team and raise concerns if I had any. Or the senior leadership team about management. We have a policy around whistle blowing so I know I would be protected.” Whistle blowing is the term used when staff share information of concern.

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 felt valued and were able to be themselves at work. A staff member told us, “Everyone is accepted here for who they are. I can be myself without the fear of anyone being unkind, and if anyone was, I know I could raise it, and it would be addressed. I am treated equally by my colleagues and management.”

The provider promoted inclusion and celebrated diversity. Information shared with staff when they commenced employment shared the provider’s commitment to provide an inclusive environment where people from the LGBTQ+ community were respected and accepted. Staff and members of the management team told us how they recently attended a Pride event which they celebrate every year. Staff felt supported and included regardless of their background. The provider had policies and procedures in place to create an inclusive environment that upheld the principles of equality and diversity. The provider was aware of their duty as an employer, to understand and respect people’s and staff’s protected characteristics to prevent discrimination.

Staff told us how the management team were flexible and understanding of their individual needs in relation to their personal circumstances. Staff were supported to be present for key events for their children and felt supported with their family responsibilities. A staff member toldus, “The management team and my peers are good if I am struggling with childcare or if one of my children are poorly, they are really supportive.” Staff had access to a quiet room which they could use for prayers or to rest when they were on breaks at work. The provider undertook risk assessments for staff with health considerations that might impact their work. The provider made appropriate workplace adjustments where needed.

The registered manager’s open-door policy ensured all staff regardless of role, background, or personal circumstances felt heard and supported. This inclusive leadership style helped build trust and equity within the workforce.

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 provider had effective governance systems in place to maintain oversight of the service. The provider used an electronic system called ‘Radar’ which is a software package which can be used to support the ongoing monitoring of people’s experiences, risks and outcomes. The registered manager, senior leadership team and the provider could access a dashboard to monitor and review data in relation to areas such as falls, incidents, medication, and skin integrity. The management team showed us how they used this system daily to review any missed medication, new incidents that may have occurred or any areas of care that may not have been fulfilled to enable them to follow this up with the staff team. The Dashboard created alerts for the management team, so they were aware of any new information that required their attention, review and sign off. For example, we saw when a person had fallen this required management’s review and sign off to ensure all required actions had been undertaken in response to this and to mitigate future risk. The registered manager demonstrated a clear understanding of their responsibilities to comply with legal regulations.

Records showed audits were completed by staff and the management team on a regular basis to cover all aspects of the service. For example, medicines, finances, and the environment. Where shortfalls were identified, appropriate actions were taken to resolve them.

During our review of some people’s daily records, we found gaps in information and some notes were task focused and did not always reflect people’s wellbeing. We also found staff did not always record they had checked to confirm equipment people used for their safety was working effectively. Audits of records had identified the need for staff to provide more information and the need for additional training had been identified and was being actioned.

The management team completed daily walk around to all households to ensure people were supported appropriately, staff were carrying out their roles as expected, and the building was safe and maintained. Any issues were addressed immediately. Daily meetings also enabled staff from all areas of the home to share and receive key information and for the management team to maintain daily oversight. Information from these meetings was recorded and escalated to the senior management team and provider. Meetings were held at all levels to share information and ongoing actions as part of the monitoring and governance arrangements at the home.

The provider clearly understood and carried out their duty to collaborate and worked in partnership, and services worked seamlessly for people. They always shared information and learning with partners and collaborated for improvement.

Feedback from people, and those important to them demonstrated how staff, management team and providers worked in partnership with them to achieve the best outcomes. Information was shared to improve outcomes for people. A relative told us, “I think this home is so welcoming and supportive and provides excellent care. I have recommended it to my friends.” The provider had recently introduced family induction days to those families who were new to the care home sector. The aim being to share information, discuss their expectations and to provide reassurances. The provider recognised how daunting the process of moving into care can be for both people and those important to them.

All professionals we spoke with were complimentary about the home and how staff worked in partnership with them to ensure people’s needs were met. This was further evidenced by the award presented to the staff team on the rehabilitation household. Positive feedback was received in surveys that were completed such as, “The team are extremely friendly and helpful and are managed very well by excellent leads.”

The provider commissioned a company to complete a review of the service in preparation for an inspection and to obtain independent feedback. This agency gained feedback from people, relatives and staff and reviewed all areas of the home. The outcome from this visit was positive and the following comment was shared. “The Maples demonstrates a profound commitment to

ensuring a safe, nurturing, and responsive care setting for all people. Emphasising a proactive safety culture, continuous learning, and a person-centred approach, the team worksdiligently to provide high-quality care that meets the diverse needs. Regular collaboration with healthcare professionals further exemplifies their dedication to enhancing people’s safety and well-being, making the Maples a benchmark for excellence in care provision.”

Feedback from the local authority and commissioning teams confirmed the management team were supportive during their quality visits and receptive to their feedback and in addressing any recommended actions.

During discussions with the CEO, they told us how they were a non-executive director of The Outstanding Society. A free community interest company, set up to share best practice amongst providers striving to improve standards of care. Their initiative being to create an inclusive platform, ensuring everyone can access information, celebrate innovation, and exchange invaluable best practices. The CEO’s connection with this company enabled them to connect with a community of like-minded professionals, enabling knowledge sharing, peer support, and collaborative problem-solving which could be disseminated to the management team at the care home. The provider was active in working with agencies and being involved in studies which would enhance and improve people’s social and health outcomes.

The provider and the management team were working towards building connections with the local community. This included with local schools to encourage visits by school children, and

The provider had a strong focus on continuous learning, innovation and improvement across the organisation and local system. They always encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe, effective practice and research.

As demonstrated throughout the report the provider and management team had a strong focus on ensuring lessons were learnt and used to drive improvements in the home. Specific lessons learnt sessions were conducted to identify the root cause of an issue, analyse the findings and identify positive strategies to deal with these. The provider was committed to implementing improvements throughout their services. They operated monthly organisational lessons learned meetings across all services they ran. This shared learning had improved practice at the home. For example, the use of technology to manage falls, the importance of secure storage of medicines, and the way people’s skin integrity was monitored and recorded. The provider had invested in new technology to assist staff in their work to meet people’s needs such as the electronic pain assessment system.

Staff felt empowered to give feedback as they knew they would be listened to and their feedback valued. Staff felt valued and supported in their role and were rewarded for their commitment to improve standards and delivering good quality care.

The provider and management team had an exceptional understanding and drive to make improvements happen. This was supported by developing strong external relationships and research into advanced evidence-based practices and technology.