The Trees

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

Well-led – this means we looked for evidence that service leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture.

At our last assessment we rated this key questiongood. At thisassessmentthe rating hasremainedgood.

This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care.

This service scored 75 (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 had a shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities.

The registered manager told us they had clear expectations that the service provided people with choice, dignity and respect. They told us,“We want to create independence for people that come, providing parents and carers a break from their caring responsibilities. People are safe and good systems are in place to check the quality and meet the fundamental standards and to have a positive impact on the community and create those links.”

The provider was inclusive and supported people with a wide range of needs through consistent dedication to creating a welcoming, comfortable, and supportive environment for people.

The provider had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.

There was a strong leadership team in place who were consistently praised by staff, relatives and external professionals. Everyone spoke positively about the registered manager describing them as someone who was approachable and listened well. One staff member told us, “What I enjoy the most about working at The Trees is the supported person really does come first with all members of staff, and the staff work well as a team.” Another said, “I cannot sing enough praises for [registered manger]. They are a very good person, patient and kind. I’m very lucky to be managed by [them] because there are a lot of positive things I can learn from [them]. The organisation is supportive, we know my manager’s managers, they come to the service, and they are approachable people which is a good thing.”

Staff had defined roles and responsibilities, which promoted accountability and ensured that care tasks were carried out promptly and appropriately. This structured approach supported continuity of care and enabled staff to work confidently and effectively.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

The management team encouraged feedback from people, relatives and staff. Staff told us they experienced an open and transparent culture, where they felt listened to and able to raise concerns confidently. There was a whistleblowing policy in place which staff were aware of and told us they would feel confident speaking up in line with the policy.

Stakeholders spoke positively about the registered manager’s approach and were confident any issues would be addressed. One professional told us, “[Registered manager] and [the] team will always listen and take advice and also say if they feel there is a better way or if they do not agree and give other solutions.”

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who worked for them.

The management team ensured staff were treated with respect and there was an inclusive culture where diversity was actively welcomed and valued. Staff told us they felt able to be themselves at work, and there was appropriate support available for anyone with additional needs. Equality was embedded within the service and shaped how people were supported and how staff were treated. One staff member said,“[Registered manager] is a respectful and inclusive registered manager. If I have any concerns about negative experiences I may come across because of my ethnicity, [registered manager] is happy to sit down with me and listen and work through the problems with me.”

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

The registered manager and provider had good oversight and knowledge of the service. There were effective systems in place to monitor and manage safety and quality across the service. Regular audits were completed, enabling the registered manager to maintain standards, identify areas for improvement and implement targeted action plans to drive development.

The provider and registered manager were fully aware of their legal responsibility to be open and honest when things went wrong.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement.

The provider has systems in place to work with professionals to achieve good outcomes for people. Effective partnership working was in place to support people to access appropriate healthcare. Records confirmed people regularly saw other professionals when needed.

Stakeholders shared consistently positive feedback. One stakeholder told us, “Staff are prompt in sharing information and alerting us to any changes/risks as they arise. They also share good news stories to assist us in assessing the needs of those we work with.”

The provider focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people.

The provider, registered manager and staff worked together, showing dedication and passion for delivering high‑quality care. There was an ongoing service improvement plan in place which was regularly updated.

The provider was committed to constantly driving improvements and looked for innovative ways to refine practice. The registered manager actively involved staff in learning lessons and facilitated changes in practice in order to develop the service.