Onboarding Course

A big warm welcome to Maple Manor Christian Home. We're delighted to have you on board, and we hope you're settling in nicely.

When you've finished taking this short course, you will:

Have fun!

About Maple Manor Christian Home

Mission, Vision and Values

At Maple Manor Christian Home (MMCH), our mission is to provide outstanding care for residents. 


Our mission is to provide outstanding care for residents. 


Our vision

We describe our brand of care like this: Compassionate, Affectionate, Respectful and Enthusiastic.

We strive to provide a homelike environment and to develop relationships with our residents and family members. Family and friends are always welcome and encouraged to visit frequently.

Our core values

  • Transparency 
  • Trust
  • Truth
  • Teamwork
  • Dignity with Personal Care


Milestones in History

Over the years...

Maple Manor Christian Home opened its doors in October 1973.   The opening of the home was based on the network of a group of churches in the community collaborating to meet the needs of the growing population of the senior citizens who needed assistance with care.

Through the years our mission has not changed even while operations and management have evolved to meet contemporary standards.

We strive to provide a homelike environment and to develop relationships with our residents and family members. Family and friends are always welcome and encouraged to visit frequently.

The MMCH staff provide medication administration, laundry and housekeeping services, meal preparation, activities, skilled therapy and assistance with daily living.

The activities that residents seem to enjoy most are bingo, cookouts, birthday parties and singing groups. Church services are held on Sunday and Wednesday nights for residents and family members.

Our Culture

Our culture defines who we are

Working with the residents at Maple Manor requires a new shift in the culture paradigm.  All the team members are welcomed into the patients new home - that being Maple Manor Christian Home.  In order to assist their life experience at Maple Manor we strive to enhance a Patient Centered Care approach through all members of the MMCH team from administration to the patient care teams.   

Please watch the video for additional information on this approach to care.

Goal for Residents and Families

Our philosophy is the practice of Dignity with Care --


Everyone has the right to make choices about how they live and how their support is provided.  Staff should get to know the people they support so that they know what their needs and preferences are.  People should be supported to do things for themselves rather than having things done for them.  Staff should be flexible about the way they support people.

What is the video about?

Who we are!

Administrative Staff - include

  • Steve Cunningham - Administrator
  • Kelly Goldman BSN, MHI RN - Director of Nursing
  • Jackie Pike RN, MDS Coordinator
  • Kari Craig LPN, Unit Manager
  • Jamie  SSD Social Services
  • Erin Henner, Administrative Assistant/Medical Records
  • Kathy Wilson, Administrative Assistant/Office Management
  • Joann , Housekeeping/Dietary
  • Rick Caudill, Maintenance

Clinical Staff  - include

  • Nurses
  • Certified Nursing Assistants
  • Qualified Medication Administrators
  • Therapists - Physical/Occupational/Speech
  • Dieticians

Other Staff -- include

  • Housekeepers
  • Dietary Service Aides

How do you fit in here?


Working in long term care can provide challenges but the rewards are far extraordinary - 

  • developing lasting bonds with residents
  • recognizing residents who are displaying signs of increasing distress much earlier than if they were at home

Mr Smith a resident of MMCH reports he is not happy with the meals, he continues to refuse breakfast and lunch is barely eaten. Review the response below and select the best option.

  • Advise him that he must eat or that he might get sick and end up in hospital.
  • Review with him what he is not happy about each meal.
  • Provide options to meals and accommodate for selections and preferences.
  • Encourage his family to bring in his favorite foods/meals.
  • Hold food for a day and determine if he is sick.
  • all of the above
  • options 1, 2, 4
  • options 1, 2, 3
  • options 2, 3, 4

Please select True/False

  • John is a patient of MMCH, due to patient centered care practice we have adjusted his shower schedule to his preference to Wednesday and Friday at the evening shift because he like to take a shower before bedtime.
  • When caring with dignity in long term care, we have to consider a resident's rights to choose, right to assist in their own care, but communication is NOT part of the revision of care model to focus on dignity.

People - Our core strength

Who is who?

David Senior (Founder)

When David and Narsi teamed up, they decided they would have, not an open-door policy, but a NO-DOOR policy. David says that communication's a two-way street. "Got any concerns? Stop by! Ideas for improving any aspect of the business? Stop by! Just want to shoot the breeze? You guessed it: STOP BY!" 

Narsi Jamshidi (Co-Founder)

Narsi, founder and CEO of KKD Trust, shares David's love of openness and transparency—so the merger was a perfect fit! Narsi's also got a big thing for corporate social responsibility: "You might say CSR's my middle name. For Tulys, CSR's not just an option—it's the way to do business."

Geoff Good (Chief Financial Officer)

Geoff's the one who follows the money for Tulys. He confesses to running a tight ship, but as he like to say: "It's not about the money, money—it's all about the people." That's why everyone loves him!

Martina Eynon (Head of Human Resources)

Martina's actual job title is "Head People Person": Her specialty? "I just love putting myself in other people's shoes. It's something I'd recommend to anyone." You might say that, when it comes to empathy others, she walks the talk!

John Grey (Chief Technology Officer)

John is behind the technology that's behind Tulys's ground-breaking process-automation software. He may look like he has recently quit a boy band, but as he says himself, appearances can be deceptive: "Warm and fuzzy outside—nerdy as they come inside." Oh, and did we mention? He's also passionate about leveraging technology to make people's lives easier. 

Kanika Sharma (Chief of Design)

Kanika owns the design of the entire product suite. She manages no fewer than 12 design teams. Count them—12! And still she finds time to roll up her sleeves and get stuck into UXD prototyping-slash-brainstorming sessions with her teams in the sprawling design space. "It's like Brecht said: I love production, because you never know what's going to come out in the end." Well we know: whizz-bang next-gen products!

Know our clients

Our Residents

Our Residents are of various ages 70's to 90's, male and female.  They also have various medical conditions and varied levels of cognition.

But, our clients also include our resident's family members and friends. 

Employee stories

Ron Shade

Trainer, software engineer

Ron is a super-talented software professional who never goes less than the extra mile to get the job done—whether on his own projects or for something one of his mentees is working on. We quickly spotted Ron's keen eye for leveraging technology for social good, we recently asked him to head up a school-to-work transition project in a school we've adopted as part of our Adopt-a-School Program—so in addition to his mentoring at Tulys, he also helps younger mentees get on the right track, whatever that turns out to be. He's been doing so well that we've suggested he work remotely two days a week. That way, he can strike a balance between his on-site work and the transition project. 

It takes a village—and we're committed to doing our part to help the village, and all the children in it, thrive. That's the Tulys way—and we offer our people every opportunity to help us follow it.

Fiona Reed

Poet, architect and technology geek

Fiona brings a rare combination of intellectual prowess and a real feel for the business. She's one of those rare gems who knows how to wave a magic wand to press a faulty bit of hardware back into service. Tulys knew it was onto something when it recruited her directly from University College Cork in Ireland—before the ink on her first master's degree was dry. First? That's right. "Tulys has sponsored my second master's—this time in artificial intelligence. I suggested developing a new machine-learning algorithm to predict customer segments and preferences—and they said yes! Exciting times ahead, with the first release just around the corner!"

We strongly believe in capitalizing on academic research—especially when our people come to us with cutting-edge ideas.

Crescentia Kalpi 

Writer, dreamer, runner, designer, activist

Kalpi has been with Tulys for the last 10 years, and has grown exponentially: having started out as a technical writer, she's now our resident Best Practices Evangelist and Product Design Guru. Thanks to our cross-functional employee-transfer program, Kalpi has had—and taken—a number of opportunities to upskill herself, delving along the way into a wide range of portfolios, making remarkable contributions in CRM, and helping incubate whole new product lines. And as if all that weren't enough, Kalpi also runs Tulys's Women in Technology Program, which is all about empowering women through the reach of technology, both inside and outside Tulys. A keen marathoner, she recently finished the Honolulu Marathon with a PB of 3:20. "I'm all about pushing back boundaries—whether that's my PB, or barriers to women's having the place we deserve at the table."

We take pride in promoting our employees' strengths, on both the personal and professional fronts.

Social Initiatives

We undertook several social initiatives and sponsored employees who were interested in either initiating, or taking part in, them. We are keen to nurture talent—both among our people and more broadly. These initiatives have helped bring about real change in a number of areas: 

- vocational education for schools

- programming skills for women

- basic education for underprivileged children in each of the markets we have a presence in

- apprenticeships designed to help those who've been struggling to finish their studies get back on track

The article above, from Rush magazine, is about Tulys's contributions to vocational education.

Ask a bigwig!

Curious about our how we do business, and the standards and best practices we apply? Interested in new projects and initiatives? Want to know what happens during annual meetings? Don't be shy! Every manager, starting with David and Narsi, has a NO-DOOR policy, so shoot!

Must Know Resources


Vacation time and vacation pay  

Vacation will accumulate on the basis of 1.25 days per month to a maximum of fifteen (15) days per calendar year, and will be paid on the basis of six percent (6%) of wages earned in the previous twelve- (12-) month period during which vacation time is earned.  After completion of seven (7) years of service, employees shall be entitled to twenty (20) days per calendar year and will be paid on the basis of eight (8%) percent. After completion of fourteen (14) years of service, employees shall be entitled to twenty-five (25) days per calendar year and will be paid on the basis of ten (10%) percent. These figures will be pro-rated for part-time staff.  This type of leave should be taken in ½ day increments.As vacation is designed to give employees a chance to rest and rejuvenate, therefore taking vacation is encouraged by the employer.  For this reason, employees may only carry five (5) days from one year to the next.  These days should be used during the first 90 days of the new year.

Sick leave 

Employees will be entitled to twelve (12) days of sick leave per calendar year accumulated on the basis of 1 day per month. A maximum of twelve (12) days of sick leave may be carried forward to the next calendar year so that an employee shall have no more than twenty (24) sick days in any one calendar year. Any additional sick leave accumulated will be forfeit.  Moreover, regardless of the amount of sick leave accumulated, sick leave will not be paid out upon resignation, retirement, or termination of employment for any reason. Furthermore, since Sick Leave has no cash value, employees may not use more than they have accumulated, without the express written permission of the Executive Director.  Employees working less than full time will have their rate of accumulation adjusted accordingly.Sick leave can be used for personal illness, personal medical appointments, and visits to specialists.The Employer reserves the right to request information with respect to limitations, restrictions, prognosis in such manner as it deems necessary in the circumstances with respect to any request for paid or unpaid sick leave.  The employer also reserves the right to request a doctor’s note for absences of three (3) days or longer.

Compassionate leave

Tulys will grant up to three (3) working days per event on the occasion of a death in the staff member’s immediate family.  Immediate family is defined as: parent(s), step parent(s), foster parent(s), sibling(s), grandparent(s), spouse (including common law a/o same-sex partner), step child(ren) or ward of the staff member, father-in-law or mother-in-law (including parents of a same-sex partner).  Additional compassionate leave may be granted at the discretion of the Head of Human Resources for reasons not covered elsewhere in Tulys's Human Resources Policy. You are invited to discuss such issues with your manager or the Head of Human Resources, and to follow up if needed with a written submission.


How to log hours every week

We use Jira got time-tracking. This short video will tell you all you need to know to get going.

How to apply for leave

This brief explainer will tell you how to apply for leave—and how to log any unplanned absences once you're back in the office. 

How to claim travel expenses

This practical how-to will tell you everything you need to know to claim back all allowable expenses—and offers a few tip on what's allowable and what's not.

How to file a complaint

If someone or something annoys you, let us know! Rest assured, we will address it, even as we undertake to respect your privacy as appropriate. 

How to request training?

Our Learning and Development teams are highly adaptable and accommodating. Here's the procedure to request them for a specific training.

Where is...

Where to find what—and whom

As a new employee, you want to be able to find your way round, so you can find the places you need to go and the people you need to see. 

We're here to help. And that's why we've built this interactive map. 

Using it is a breeze. Just hover your mouse over the location you want to get to, and the map will point you in the right direction.

5 Handy Resources

Job Primer


Ready for the ride?

As much as we love autonomy, we also believe in setting some standards for our new employees to experience.


Your team's key accounts

Your team specializes in the care of senior citizens with multiple medical and physical problems.  Because we need additional resources and do not operate as a single unit all teams work collaboratively. 

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Lorem Ipsum is simply dummy text of the printing and typesetting industry. Lorem Ipsum has been the industry's standard dummy text ever since the 1500s, when an unknown printer took a galley of type and scrambled it to make a type specimen book.

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Meet your buddy

Rebecca is your new buddy. She's here to help you get to know the ropes. If you're looking for help or advice, she can either help you directly or point you in the right direction.  With Rebecca as your buddy, you'll be able to get cracking in no time.

Rebecca's been with us for more than five years, and now heads up the digital-marketing group within your business unit. Her contact details are in your inbox!

Meet your Team

Lisa Hood, Sales Analyst

Bob Masie, Market Research Lead 

Nina Turner, Digital Marketing Champ

Jon Stead, Client Negotiation Lead 

Strategic Relationships

Building bridges and making connections are a quintessential part of MMCH life. Here are a few questions that can help you strike up that first conversation with your teammates by the water cooler.

  • Which other teams will we be working with? 
  • What other managers will we be working with from other teams?
  • What is the current strategy MMCH?
  • How does my area help implement the strategy?
  • In what ways will we be working with other teams when it comes to multi-team initiatives?
  • How have we been leveraging business opportunities? 
  • What are the top five things that the team needs to focus on? Where's the low-hanging fruit, and where are the toughest challenges? What about risks and issues? 
  • Any surprises I should be looking out for?

Do you know your team?



Here are a few golden do's and don'ts for meetings, lifted shamelessly from Harvard Business Review:

a) State views and ask genuine questions. This enables the team to shift from monologues and arguments to a conversation in which members can understand everyone’s point of view and be curious about the differences in their views.

b) Share all relevant information. This enables the team to develop a comprehensive, common set of information with which to solve problems and make decisions.Use specific examples and agree on what important words mean. This ensures that all team members are using the same words to mean the same thing.

c) Explain reasoning and intent. This enables members to understand how others reached their conclusions and see where team members’ reasoning differs.

d) Focus on interests, not positions. By moving from arguing about solutions to identifying needs that must be met in order to solve a problem, you reduce unproductive conflict and increase your ability to develop solutions that the full team is committed to.

e) Test assumptions and inferences. This ensures that the team is making decisions with valid information rather than with members’ private stories about what other team members believe and what their motives are. Jointly design next steps. This ensures that everyone is committed to moving forward together as a team. Discuss "undiscussable" issues. This ensures that the team addresses important issues that are hindering its results and that can be resolved only in a team meeting.




Approval Level

Signature(s) Required

Up to $2,000

Manager only

$2,000 to $50,000

Manager and Accountant (any level)

Up to $200,000

Sr Manager and Finance Mgr/Sr Mgr

Up to $500,000

Senior Director and Finance Manager

Up to $1 million

Vice-President and Finance Vice-President



Business travel 

Step 1

Immediate supervisor reviews all request for travel at least one week advance.

Step 2

Unit Manager checks the travel request against the project workload, and decides on approval.

Step 3

Chief Financial Officer checks travel costs against available travel budget for the current quarter.

Who should approve?

  • $2,000 to $50,000
    Manager and Accountant (any level)
  • Up to $500,000
    Senior Director and Finance Manager
  • Up to $2,000