Apple Tree

On this page

• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

Caring – this means we looked for evidence that the provider involved people and treated them with compassion, kindness, dignity and respect.

This is the first assessment for this newly registered service. This key question has been rated good.

This meant people were supported and treated with dignity and respect; and involved as partners in their care.

This service scored 80 (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 always treated people with kindness, empathy and compassion and respected their privacy and dignity. Staff treated colleagues from other organisations with kindness and respect.

People had good relationships with staff. Our observations confirmed people were treated in a kind and caring way, they appeared happy and comfortable in their environment and with the staff they were with. Staff maintained people’s privacy and dignity throughout our site visit.

Relatives spoke positively about the staff team. One relative told us, “They are all good and caring.” Another relative told us, “They are kind, we haven’t had any concerns.”

All staff spoke about the people in a kind, caring and compassionate way. A staff member told us, “We are a good team who want the best for the people we support.”

The provider collated compliments from people who supported the home including professionals and relatives. There were complimentary comments from professionals about the care people received from staff and the quality of the staff team. This included 1 professional commenting, “Staff teams are skilled, responsive, and proactive, with a clear understanding of each individual’s needs”.

The provider treated people as individuals and was exceptional in how they made sure people’s care, support and treatment met people’s needs and preferences. The provider took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

People’s individual needs and preferences were always considered, and this was reflected in how all aspects of their care was delivered. Relatives told us people received individual care. One relative said, “Its all for [Person] the home, the routine, the staff, it’s just all for him.”

The care home and environment had been purpose built and adapted to meet the needs of the individuals living there. The home had been separated to ensure both people had their own individual spaces based on their assessed needs.

In 1 area, the home had been adapted for a unique disco experience to create a dynamic sensory space which the person found relaxing and had reduced stares and anxiety, especially during periods of emotional distress. Padding had been fitted around parts of the spaces to reduce the risk of injury for people while helping to minimise harm while staff continued to support the individual with safer coping strategies. Anti-vandal infrared sensors for showers, sink taps and a jacuzzi had also been introduced to promote safe and independent use while minimising risks for people.

The driveway had been adapted to provide a safe environment for 1 person to access their vehicle as this had been identified as a particular risk/ issue/concern. This had allowed the person to feel less restrictive, yet safe while they familiarised themselves with the vehicle.

Staff went the extra mile to ensure people’s care and treatment met their needs and preferences. Staff teams were specifically recruited for people to ensure their skills matched the people they supported.

The provider promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing.

People were encouraged to be independent, and new skills people had learnt were incorporated into daily routines so that people consistently competed these. Care plans detailed how people should remain independent and the levels of support they may need with tasks. When people had developed new skills, these were incorporated into their daily routines, this included oral hygiene, washing the dishes and housework. Staff continually set objectives for people to ensure positive changes to people’s lives were continued.

Relatives were actively encouraged to be part of this process and helped support people to make key choices and decisions in their life. Staff took time with people and those important to them to really understand what their individual needs and preferences were when they were not always able to verbally communicate this. Staff spent time with people observing and recording their reaction to activities and tasks to ensure people were in continuous control of their lives.

The provider listened to and understood people’s needs, views and wishes.

No concerns were raised to how people’s needs were responded to. A relative felt the home was responsive and they were kept updated.

People’s needs were responded to promptly. People’s care was continually monitored by staff who knew them well. Regular reviews of people’s care took place and included feedback from family’s staff and professionals who were involved. When changes occurred to how people’s care was being delivered, care plans and risk assessments were updated with people to ensure staff had the most up to date information to offer support. Staff were aware when changes were made and felt information was shared with them promptly.

The provider always cared about and promoted the wellbeing of their staff and was exceptional at supporting and enabling staff to always deliver person-centred care.

The provider focused on developing a positive culture for staff which was based on open communication and transparency. Staff played a pivotal role in the delivery of care for people and spoke positively about how they were involved and valued. One staff member said, “We are vey much part of a team, if I want to add something about someone I can they listen, they take my points on board.”

Without exception, staff spoke positively about the management team and the support they received. One staff member told us, “It is a mentally peaceful place to work that’s down to the mangers and all the staff that are here.”

The provider embedded a positive culture where staff felt valued and good work was recognised. They offered an extensive range of support programmes for staff which included employee assistance schemes. Staff also benefited from a rewards scheme which included, team building exercises, awards and events, such as Christmas parties.

Staff were actively encouraged to progress within their role and many of the staff team had developed from care staff into management roles within the service. The acting manager had progressed in their role from a support worker.

The provider empowered staff to do their jobs and do their jobs well. They embedded the providers ethos of, ‘The difference that defines us’ into their service. Staffs’ wellbeing was a priority for the provider, and this was evidenced by the low turnover of staff in the home.

Staff also had access to relevant policies and procedures which supported their well-being. This included the workplace bullying and harassment policy which included information about staff support and discrimination they may face in the workplace.