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

Staff received a thorough induction which included shadow shifts, reading care plans and completing mandatory training to ensure they had the skills and knowledge to provide safe, person-centred support. Staff felt valued and supported within their roles and were confident within their role and able to seek advice from the manager if required. The manager was visible in the service and provided support if required. People and their relatives were happy with the support from the management team. Support is provided internally by different specialist services to ensure the needs of people living at the service are met safely. The appropriate team provided support when incidents arise to prevent and mitigate risks. External support ensures there is someone independent overseeing the care being provided. Supervisions took place to allow staff to reflect on the support they provide however, this has not been in line with the companies’ policy. The manager is aware and has ensured all staff have received supervision. The registered manager completed regular audits and if any concerns were identified this was brought to the staff’s attention.

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.

Staff felt they were treated fairly and felt they are listened to. If they raise issues to the manager, these are addressed and resolved in a timely way. Staff told us that team meetings are held every month and they felt able to contribute to these. Staff morale in general is good and staff felt happy and proud to work for the service. The manager told us that the service’s values are being ‘brave, valuing everyone, having fun and making things happen’ The values are observed throughout daily observations, supervisions audits and feedback.

Statement of purpose and service user guides were in place. Staff attended team meetings to allow for information sharing and discussions. There is an induction process in place to ensure all staff are suitable trained to meet the needs of people living within the service. Training is provided for all staff this includes face to face training, specialist training and eLearning. Some staff have gaps within their training record however the management are providing support to ensure all staff can complete their training.

Staff spoke really positively about the management team. They were able to identify who the manager, deputy manager and regional managers were and said they were visible. Staff feel supported and able to raise any concerns. The service manager told us that she often supports the team which includes covering night shifts and providing care to people.

There is currently a deputy manager and a registered manager in place to oversee the service and provide support to staff and people living within the service and their relatives. There is support provided internally by different specialist services to ensure the needs of people living at the service are met safely. The appropriate team will provide support when incidents arise to prevent and mitigate risks. External support ensures there is someone independent overseeing the care being provided. Supervision is provided however, this has not been frequent and in line with the companies own supervision policy. The registered manager is in the process of ensuing all staff have received supervision. Complaints are responded to appropriately.

Staff felt confident and able to speak up and felt like they were always listened to by managers. Staff felt confident that if they raised concerns, they would be dealt with in a timely manner by the management team. Staff also felt able to contribute positively to team meetings. Staff were aware of the whistleblowing process and told us that they would whisteblow on any poor practice.

Whistle blowing policy is in place and provider has a dedicated whistleblowing hotline which can be called, or a text can be sent by any staff member wishing to raise a concern. There is evidence within team meetings in relation to the complaints process and the whistleblowing policy. Staff surveys are conducted and analysed however; the registered manager acknowledged these needed to be more frequent.

Staff feel they are treated fairly and feel supported by any specific needs they may have. The manager told us that the service ensures staff are treated fairly by following the equality and diversity policy, HR ways of working, health risk assessments, flexible working contracts, whistleblowing. This is also monitored via supervisions and team meetings

Supervision policies are in place however the service is currently not working in line with this. The registered manager is taking steps to ensure the policy is adhered too, the effectiveness will be explored during the next assessment by CQC. The management team have the opportunity to nominate staff for a hero award in recognition for their achievements and dedication within the wider provider.

Staff told us that they understood their role and responsibilities and were able to identify these. Senior support staff discussed the extra responsibilities that their role carried. Staff told us that they felt confident raising concerns with the manager and there was an ‘open-door’ policy. Staff told us that supervision and team meetings took place on a regular basis. The service manager told us that notifications were regularly submitted. She also told us that any incidents recorded were reviewed internally with actions put in place. This was fed back to the team in team meetings and supervisions.

Team meetings take place to ensure information is shared however there is no clear action planning following this. Audits are completed with oversight from management and provider level. Regional manager visits take place to oversee the running of the service, reports are devised following these. Supervision is not held regularly however the registered manager has assured CQC these will be completed. There is evidence of operational priorities to ensure values are embedded within the service. The service has specific training to meet the needs of individuals living within the service this ensures staff have the necessary skills and training to support people safely.

Feedback received identified the service worked alongside other services to meet peoples needs. This included health professionals, social care staff, community engagement. People’s requests were explored utilising external support.

The manager told us that relevant referrals are sent to various services dependent on the persons needs for example referrals for SALT, mental health support, GP’s, dentists. Regular professional meetings are held including relevant services involved with people as well as internal central teams such as PBS, health and wellbeing. The manager told us that families are encouraged to attend all reviews and advocate on people’s behalf. The manager told us that the service has also worked closing with the Local Authority and mental health triage for the police.

There have been numerous safeguarding concerns within the service however, the provider has acted appropriately and sought external and internal advice and support.

The provider works alongside host commissioners and visits are conducted frequently with a focus on different areas.

Staff told us they were given protected time whilst on shift to complete any outstanding training and e-learning. Staff told us they are encouraged to share suggestions in team meetings and there is also a suggestions box available for feedback. The manager told us that the plans and ambitions for the service are ‘to be recognised for supporting people successfully with evidenced based outcomes and future aspirations being met.’ There is a home development plan in place and a service plan is also being reviewed with the head of quality at the service. The reported aim for this year is to continue a working relationship with the Local Authorities and have the service commissioned and voids filled. The manager has reflected on previous admissions and recognises lessons learned.

There was evidence of team meetings, some of these were interactive and focused on particular areas. One team meeting minutes identified interactive tasks with staff to discuss what is working, what it not and how we can make it work. Business improvements plans were in place. Lessons learnt were documented and feedback was provided