New Treetops

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 question Good. At this assessment the rating has remained Good. 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 acting manager discussed how they engaged the staff team to support their shared direction. Staff were very positive about the management team and felt engaged and involved. Comments included, “We are able to share any ideas and these have been taken forward. Like updating the wi-fi so people can play computer games and changing a toilet to a wet room. We are listened to and supported.”

Regular team meetings took place. A range of information including good practice and lessons learned were shared at meetings as well as providing an opportunity for staff to provide feedback, submit ideas and ask questions. Up to date policies and procedures were available to the staff to support them in their role.

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.

All the staff were complementary about the acting manager and senior team. They told us they were visible, supportive and open. They said, “She is a good person to have in your corner. It’s also good to hear that new higher management are listening to us when she reports to them.” It was clear open and kind relationships had been developed between all the staff and the management team.

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

There was an open-door policy, this was confirmed by both staff and the management team. Team meeting minutes included information about areas discussed and the service described how they engaged with people and families at all stages of the assessment, transition and people’s placements to ensure their stay was a positive experience for them. Regular formal surveys had not been undertaken with the staff team but there was evidence of what actions the senior team had undertaken as a result of staff comments through the acting manager.

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.

All staff felt valued in the service and were aware of the role they played in supporting people. We saw positive kind and caring interactions between all of the staff team and the management team. Consideration was noted to ensure people’s diverse needs and that staff were treated fairly. A range of up-to-date information, policy and guidance was available for all of the staff to access to support them equally in their roles.

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.

Records in relation to audits and oversight of the service were completed. There had been a small lapse during staff changes but this was now back on track ensuring all checks were completed. Whilst regular checks were undertaken for cleaning, these were basic in their content and relied heavily on a tick box check system. More detail was required to demonstrate what was being reviewed and the findings from these, including any actions that maybe required as a result. However, the service remained clean and tidy.

A statement of purpose was in place, although this was basic and was being worked on, and business contingency plans had been developed to support the service in the event of an emergency. Notifications were being submitted to CQC as required. Information was being stored securely.

There was a clear management structure in place, and all members of the staff team understood their roles and responsibilities. All of the staff team were positive about the management team and the support they provided.Staff told us about positive relationships with the management team and felt listened to.

Senior members of the new provider management team were present on site and supported the acting manager as part of the assessment process.

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 service worked with a range of professionals both before and as part of people’s experiences in the service. They supported and enabled people to have their own personalised experience whilst visiting the short breaks service. There was a range of opportunities available to people in the community tailored towards people living with a learning disability.

People told us where professionals were involved in the care of the person. Professionals provided positive feedback about New Treetops and working with them. Staff and the management team discussed the involvement of partners in people’s care where this was relevant and linked in with services as part of assessment and transition.

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. They actively contributed to safe, effective practice and research.

A range of training, supervision and checks were ongoing to ensure staff were skilled and supported to promote a fulfilled life and good care to people whilst staying in New Treetops.

The provider discussed how they focused on continuous learning and innovation. This included how they supported people with communication to enable people to make independent choices. This also included looking at how staff could be trained and supported to deliver delegated healthcare tasks with community health professional oversight. This meant more people would be able to access the service.

At present some people could not access the service due to the lack of oversight arrangements to safely monitor any additional delegated tasks. There was proactive working in relation to people’s transitions in preparation for placements at the service and engagement in the local area in schools and the wider community.

A range of policies and guidance was in place. These were up to date and included links to national guidance. The acting manager told us all staff had access to these to support them in their role.