The Maples

The inspection took place between 25 September and 20 October 2025. The inspection was prompted due to concerns being shared with CQC in relation to the care provided and as the service had not yet been inspected since their registration.

There was a culture of continuous improvement and learning which was shared with staff to drive improvements in the home. People were involved in assessments of their needs. Staff reviewed assessments taking account of people’s communication, personal and health needs. Care was based on latest evidence and good practice. People were supported to have enough to eat and drink to stay healthy. Staff worked well with all agencies involved in people’s care for the best outcomes and smooth transitions when moving services. Staff monitored people’s health to support healthy living. Staff made sure people understood their care to enable them to give informed consent. Staff involved those important to people in decision making and where needed staff took decisions in people’s best interests where people did not have capacity.

People were treated with kindness and compassion and involved as partners in their care. Staff protected people’s privacy and dignity and treated people as individuals and supported their preferences. People were supported to make daily choices about their care and were encouraged to maintain relationships with family and friends. Staff responded to people in a timely and caring way.

Staff provided information people could understand. Systems were in place to enable people, those important to them, and partner agencies to give feedback which the provider took account of and where needed acted upon.

The recruitment journey was thorough and ensured people were supported by staff who had the right skills, qualifications, experience and who were caring and compassionate. The provider supported staff development and wellbeing and recognised the importance of staff retention being integral to the delivery of good quality care. The provider promoted the use of inclusive and positive language. Staff were referred to as care companions within the home, and people lived in households.

The provider had a clear care ethos using the word ‘Ohana’ which is a Hawaiian word meaning extended family. This was the provider’s vision to create a sense of family within the care home. The home was managed by a supportive and effective management team with a shared vision and culture based on listening, learning and trust. The management team were led by a CEO who was passionate about providing high quality, inclusive care and support to both people and staff. Leaders were visible, knowledgeable and supportive, helping staff develop in their roles. Staff were passionate about their role, felt supported, valued and were treated equally. Staff felt confident in raising any concerns and had positive training opportunities. Effective governance systems were in place to enable the management team to maintain oversight and ensure people received safe and good quality care.