Olive Tree Services

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 service had a positive culture, demonstrated by staff and leaders who were passionate and innovative in ensuring a shared vision and strategy for delivering high quality care. Staff told us how they enjoyed working at the service. One staff member said, “Management are approachable and responsive in most cases. There are a lot of positives, they offer flexible working around busy lives and understand when an emergency pops up that we may need to go. They encourage training upkeep and promote a collaborative workplace.”

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.

Staff consistently told us how they felt supported in their roles and how they found the manager approachable, open, and honest. Staff told us the communication systems and team working within the service were robust and effective. Staff told us they had briefings and meetings to keep up to date. One staff member said, “I feel I have a voice in the service, and I express my opinions through supervision, team meetings, and by speaking openly with management.” Another said, “Yes, I have regular supervision, and they are helpful for guidance, feedback, and supporting my professional development.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Policies were in place to support this culture.

Regular meetings were held with staff, including supervision, handovers, and briefings. Staff told us they felt confident in speaking up to raise issues or concerns. One staff member said, “We [staff] attend regular team meetings. They are useful because they give us the opportunity to discuss updates, changes in care packages, safeguarding, medication, training, and any concerns we may have. Staff are encouraged to contribute to the agenda and share their views. Everyone is given the chance to speak, and the manager listens and follows up on any actions.”

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 manager demonstrated how they valued staff by working closely with them to understand staff’s individual needs and by making reasonable adjustments to accommodate and support them in their work.Staff told us where adjustments were made to their working week to support them.

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 monitored all aspects of care provision and used the information to improve the service. These systems flagged concerns such as missed medicines, accidents and incidents. The registered manager told us, “I monitor and audit our performance in order to maintain a high standard.”

Team meetings were in place along with briefings and consistent handovers and communication. Staff we spoke with were appreciative of these systems. One staff member said, “I think the service is well led because management is organised, supportive, and focused on providing safe, high-quality care. The service learns and innovates by reviewing feedback, incidents, and audits, updating policies and practices, and introducing new ways to improve care and support.”

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 had built links with community services and healthcare services such as GPs, physiotherapy, dentistry, podiatry and opticians, as needed. The service also supported people to maintain links with the local community. Staff supported one person get out of doors safely to pursue their interests.

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.

The service documented learning within incidents and accidents and took direct action to support people and keep them safe. Staff felt they received feedback about incidents in a timely manner.