Maple View

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

We reviewed 5 quality statements under this key question: shared direction and culture, capable, compassionate, and inclusive leaders, freedom to speak up, workforce equality, diversity and inclusion and governance, management and sustainability and partnerships and communities. At our last inspection, the provider was in breach of regulation 17 (Good Governance). We issued a warning notice for this breach because the provider had failed to ensure they had effective oversight of the quality and safety of the service. At this assessment we found sufficient improvements had been made to meet the requirements of the warning notice and they were no longer in breach of the regulation. Staff were clear about their responsibilities and roles and felt supported by the management team. Staff spoke positively about how the leadership and culture of the service had improved and of their ability to speak up and be heard. The service worked in partnership with other organisations and professionals to ensure the best outcomes for people. However, further time was needed to fully the new governance processes into the service. Improvements were required relating to the analyse of accidents and incidents, identifying potential safeguards and making appropriate referrals and to the monitoring of people’s medicines, including aligning the use of homely remedy medicines in line with the providers own policy and procedures. The registered manager addressed our concerns following our assessment visit.

This service scored 62 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

We received positive feedback from staff about the culture of the service. One member of staff told us, “I have worked here a long time, so I do enjoy it. I feel it has improved and is more organised. I feel supported by the managers.” The registered manager told us, “We have done a lot of work to turn this home around over the last 10-11 months. We believe a happy home and happy staff means happy people. We have improved our communication to families. Staff now have a computer in the lounge to access and we have changed over to electronic systems. We have completed a scrap book of events of all the things people have done/or where they have been. Staff know we have an open-door policy providing a safe space to talk.”

Staff and leaders were committed to creating a positive, compassionate, listening culture which promoted trust and understanding between them and people using the service. The focus was on learning and improvement. This was still a work in progress however, staff were confident improvements had been made.

The team leader supported the registered manager in the day-to-day management of the service. They also had the support of the provider in their endeavour to continue to improve the service. Staff told us the management team had an open-door policy and they felt they had a good rapport with staff and people. One member of staff told us, “I would like to think we are a good service. People are safe and extremely happy. There is no question about the support workers and how they support people. I believe staff morale is high.” Relatives were complimentary about the support their loved ones received. A relative told us, “I am happy with Maple View and the service they provide to my family member. The communication is excellent, the manager is open to suggestions and on board with everything, I just wish there were more places like this one.”

The management team and staff knew people well and were committed to improving and building relationships with other. Recent relative survey feedback results were positive about the management of the service and complimentary of the staffing team. A relative wrote,” The home has bought out the confidence in [person] to achieve many goals with support and guidance.”

Staff felt they were able to speak up and discuss issues and concerns and were confident they would be listened to, and action taken. A staff member told us, “We have supervision, we receive questionnaires. I am listened to more so now. It is a lot better than in the past, I can mention anything.” The registered manager told us, “We hold stress management meetings, which offer staff the opportunity to have their voices heard. It could be something small about how things are done, and it is not about placing blame on anyone however a means to communicate to say look this is how this makes me feel and for the opportunity to discuss as adults how to resolve any issues. We also provide a counselling service for staff.”

The provider had a whistle-blowing policy in place. Recent staff survey results showed staff felt able to speak up and raise concerns, felt they received enough supervisions and received the appropriate training to enable them to carry out their job role.

The team leader told us, “We are a very diverse home; our staff are from different religious/cultural backgrounds. The people we support are all individuals. We are all respectful of each other’s differences. We celebrate food days where different nationalities celebrate their cultural dishes. We invite people and staff from the other bungalows so everyone can spend time together.”

The service had an equality and diversity policy. Staff were provided with training in equality, diversity and inclusion which was updated annually.

Staff feedback was overall positive, they told us they felt supported and listened to by the management team, comments included, “Since our new team leader has started it is so much better, I do think staff are happy, we all get on” and “Things have improved, I know get supervisions which I did not have for almost a year before. Everything is ok at the moment.”

The provider had governance systems and processes in place to monitor the overall safety and quality of the service including audits relating to health and safety, infection prevention and control, risk assessments and people’s support plans. However, audits relating to the safe management of people’s medicines had not identified the concerns we found on the day of our onsite assessment visit. These were in relation to changes to people’s medicine directives and the lack of processes in place for use of ‘over the counter/homely’ medicines. The provider needed time to fully in bed the new governance systems into the day to day management pf the service.

People had the opportunity to get out and be part of the local community. Relatives told us how staff supported their loved ones to go swimming, visit the cinema, and take regular trips into the town to have drinks, snacks. A relative told us, “They [staff] have built, little by little [persons] activities and now they have a busy routine they enjoy. If people have a need to find home from home with real person-centred care, then Maple View is ideal for young people.”

The registered manager and staff had developed positive relationships within the local community including working closely with health professionals and the local authority. The registered manager gave us examples of how partnership working had improved outcomes for people in relation to attending hospital/GP appointments.

One professional told us, “The person has always been accompanied by the 2:1 escort provision agreed. They have attended to all sessions well and they have been on time with the support of their care team. When the person has not been able to attend, the care team have informed me.”

Staff and leaders demonstrated they worked in partnership with key organisations to support care provision, service development and joined-up care for people.

We did not look at Learning, improvement and innovation during this assessment. The score for this quality statement is based on the previous rating for Well-led.