Maplewood Court 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

The culture at Maplewood Court Care Home was extremely positive and was modelled by capable and compassionate leaders. Staff felt able to raise concerns with management and felt confident these would be acted on. The staff and leaders at Maplewood Court Care Home continuously worked to improve the service and people’s experience. The provider had received multiple awards for its continued efforts in sustainability through the implementation of green strategies in its services. There were governance systems in place to help support this. Some issues that had been identified during this assessment in relation to documentation, but the management team worked quickly to address these issues and drive improvements.

This service scored 82 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

Staff were exceptionally positive about the culture of the service. Comments included, ‘From management down all have contributed for providing the best care possible. It's like working with a big family who listen, support and nurture.’ And ‘I really enjoy working for such a progressive and caring company. From day one of my employment, it was clear that every member of staff, no matter their specific job, is there for the residents. All the company policies that filter to us from director level are care based. In my view, the care given is exceptional. Its genuinely a pleasure to work at Maplewood Court. Being part of a family that care about each other and the residents.’ The managers were extremely passionate about working for Maplewood Court Care Home. They told us they lead by example to promote a supportive and inclusive environment by being visible and approachable for people, visitors and staff at the service and created the familial atmosphere.

The direction and culture of the service was fully embedded. The provider’s mission was to provide ‘exceptional homes for people to live, love and be loved where everyone is part of our family.’ The recruitment process included interview questions around the service values and the staff handbook outlined the culture and direction of the service. Feedback from all people who interacted with the service confirmed the service had a fantastic culture. A person commented the best thing about living at Maplewood Court Care Home was, “The community feel, the welcome you get when you come in. The food is great, and the staff are wonderful.” A relative shared, ‘The staff at Maplewood Court Care Home all have the same aim, to ensure the residents receive the best standard of care and are wholly contented and comfortable in what is their home.’

Staff told us the service was well run by the registered manager and general manager who they felt were capable, compassionate and inclusive. Leaders told us they supported each other to create a compassionate environment, strong well-being at work and felt capable to complete their roles.

The registered manager worked alongside a general manager who was a qualified nurse to help maintain oversight of the service. There was also support from the provider level with management of the service. Leaders at every level were visible and led by example modelling care and support to people and other staff in line with the service’s values. There were systems in place to support the managers of the service to carry out their duties and continue their development. The managers also attended meetings with other managers in the area to help improve the service and share learning.

Staff told us they felt able to raise concerns to the management who were described as “ready to listen” and “approachable” and would do so if required. Staff were aware of other partner agencies they could raise concerns to if they wanted to.

There was a whistleblowing policy in place which outlined the processes and procedures to follow for staff to speak up. There were contact details of other professionals the information of concern could be shared with.

Staff told us there were policies in place about discrimination and were confident to raise concern though they advised there was no discrimination within the service. Staff told us they had received training about equality, diversity and human rights. Leaders told us they promoted workforce equality, diversity and inclusion.

Workforce equality, diversity and inclusion was promoted during the service’s recruitment processes. Staff who had been recruited from abroad had their right to work checked and the management supported the staff in their personal life to adjust. There was training in place to support staff awareness to equality, diversity and inclusion.

Staff felt involved and informed about the governance and management of the service. Staff felt there were sufficient processes in place to monitor the quality of care and promote improvements. The service completed their own internal audits and the provider completed additional audits of the service. The management were confident in their governance systems and reported they achieved over the minimum compliance level at all their audits.

A range of audits were completed by various members of staff at regular intervals. Audits were effective at identifying some issues and plans were put in place to address issues and improve the service. For example, one of the daily checks found a poor dining experience for a person. A meeting was held with the staff to discuss the level of care expected and how to improve. However, the management team had failed to pick up on some issues we found at this assessment. We found there were some areas to improve around the clinical governance which we fed back to the management team who took action to immediately resolve this. There was a business continuity plan in place which provided management strategies for a number of events that might stop usual service provision. There were also regular meetings within and across the staff disciplines to ensure safe and effective management of the service to achieve good outcomes for people.

People and their relatives told us they had received support from other healthcare professionals when required and the service had engaged them in the local community.

The registered manager told us they worked with other healthcare professionals to ensure people’s needs were met. They told us they also formed links with the local community such as the local primary school and community groups.

Feedback we received from professionals the service worked in partnership with were positive. One professional said, “We've had a partnership with Maplewood Court for a little while now. We invite residents to our social events and they do the same so residents stay connected to their local community. When we have visited it is always clean, welcoming and staff seem like they really care about what they do. Very happy to recommend Maplewood Court and pleased that they help residents to maintain relationships with outside organisations.”

The management team engaged in partnership working with other health and social care professionals to ensure people’s needs were fully met. Processes and procedures within the service supported safe and effective partnership working that aimed to improve people’s experience.

Staff and leaders told us they strove to learn and to improve the service. Staff spoke positively about communication across the service. They felt governance processes such as staff meetings and audits were helpful in driving improvement and felt they received learning, for example, from accidents and incidents to prevent re-occurrences.

The management team at Maplewood Court Care Home were keen to identify any areas for improvement through governance and quality assurance processes and implemented changes to improve the service. The provider had been innovative and implemented numerous green strategies within their services, receiving a gold award from Green World in 2024 and silver in 2023 for sustainability. The organisation had a green committee and was in the process of completing a sustainability strategy paper with that for net zero.