High Trees Residential Home

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 71 (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 led by example and empowered people to live full lives. The management team and staff knew people very well and understood the challenges they faced. Support was tailored to meet individual needs.

There was an on-call system for staff to use if needed for things that happened when management were not on site.

This meant people benefited from being supported by a team that worked together with shared values and a clear focus on delivering high-quality care.

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.

Members of the wider management team also knew people living at High Trees Residential Home and were known to staff. Managers told us they felt supported and listened to. Staff commented on the support of the organisation and the sense of belonging to a supportive wider community.

Relatives knew the registered manager and felt able to raise any issues if needed

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

Managers had an ‘open door policy’ which meant people, staff and families could approach them at any time if they had any concerns.

Staff we spoke with were confident their voices were heard and action would be taken.

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 were positive about working at High Trees Residential Home and felt they were treated with respect. All staff had been supported with their professional development. Staff had received robust training and opportunities to develop their knowledge and skills.

The provider did not always have clear responsibilities, roles, systems of accountability or good governance. They did not always act on the best information about risk, performance and outcomes, or share this securely with others when appropriate.

Some of the issues we identified during our assessment had not been identified by the provider prior to our visit. This highlighted a gap in their internal quality assurance processes; however, the impact was mitigated by their responsiveness to feedback.

The provider was in the process of making improvements to their quality assurance processes and showed us new systems they were in the process of introducing.

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.

Staff and the management team were open and transparent, and they collaborated with all relevant external stakeholders and agencies. The service worked in partnership with health and social care professionals to achieve good outcomes for people. External agencies told us they had no concerns about the service.

The provider focused on continuous learning, innovation and improvement across the organisation and local system.

The registered manager understood the importance of having an open culture of learning and continuous improvement to ensure people consistently received high quality, safe care, and support. Staff confirmed information about any lessons learnt and action plans developed as a result were always shared with them during individual and group supervision meetings.