Cherry Blossom Also known as 1-6368461509

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

At our last inspection the provider’s systems and audits had failed to identify shortfalls in care records for example, we found people’s capacity had been not consistently recorded and people and their relatives had not been involved in reviews of their care. At this inspection improvements had been made, the provider had implemented a range of effective quality audits and checks to drive forward improvements in the service. This demonstrated lessons had been learned. There was a positive culture focused on meeting individual needs. Staff told us they were able to speak up and that the service was well managed. The provider worked in partnership with other professionals to achieve good outcomes for people.

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 spoke about people compassionately and demonstrated a commitment to providing high quality care and support to people. Following the appointment of the new registered manager, staff told us they were encouraged to offer suggestions and report any concerns so they could be addressed. Staff told us the management team were supportive and felt comfortable to speak up if unsure. The registered manager told us they had been working hard to improve morale and communication across the team.

Staff demonstrated a good understanding of the Whistleblowing and Freedom to Speak up policies and their responsibilities to raise any concerns immediately to keep people safe from harm. Staff received the support, guidance, and training relevant to their roles. Competency checks were completed to ensure their practice is in line with their training and best practice guidance. Polices were in place to promote equality, inclusion and the rights of people who use the service and employees.

Staff were positive about the changes made since the new registered manager started. Comments included, “It’s a nice place, I’m loving it.” “Staff now have input into the care plans,” and “They promote people’s independence and gives them the chance to do things they like.” Staff spoke about the training they received and were confident in their roles. The registered manager told us they felt supported in their role and had opportunities for personal development. The registered manager told us, they planned to recruit a deputy manager to improve managerial oversight of the service.

The operations manager and nominated individual visited the service regularly providing managerial oversight. The nominated individual is responsible for supervising the management of the service on behalf of the provider. Staff told us they found them both to be approachable and supportive. New staff received an induction and training to ensure they had the necessary skills for their role. For example, staff completed infection control, fire safety, ligature training and positive behaviour support. The registered manager had also been supporting senior staff to increase their skills for example, providing training so they could complete care plans and risk assessments. The registered manager had identified areas for improvement prior to our visit and an action plan was in place to drive forward these improvements. Systems and processes were in place to monitor the quality and safety of the service and the management team demonstrated a commitment to ensure the improvements made were sustained to ensure people consistently received safe care and achieved good outcomes.

Staff told us the provider had a culture of speaking up about concerns. Staff told us they felt confident raising any concerns and that action would be taken by the management team. People were encouraged to raise complaints and concerns so they could be addressed, and the procedure and contact details were displayed. Feedback was also sought from people during resident meetings.

The provider had sent out an annual survey, however, the return rate was low. The registered manager told us, “I have been reaching out to relatives on a one- to- one basis to gather feedback and we plan to send out a new survey by the end of August 2024.” The Registered Manager understood the need to be open and honest when things went wrong in line with the responsibilities under the duty of candour. The provider held regular team meetings, where staff had the opportunity to raise concerns and offer suggestions. The management team had shared information about where improvements had been needed with staff and teamwork had led to those improvements being achieved.

Staff told us they felt included in decisions about the service and enjoyed working for the provider. All staff had received equality and diversity training. Staff said they worked together as a team and morale is good. The registered manager demonstrated a commitment to promoting equality and inclusion in the workforce. They told us, “We have considered flexible working patterns to support staff balance their home and work commitments.”

The provider’s policies promoted equality and diversity and a diverse staff team has been recruited to support people living at the service.

Staff spoken with demonstrated an understanding of their roles and responsibilities and told us they received the training and support required to help them. Staff felt the management team were accessible to them, either within the service or on-call.

Systems were in place to ensure good governance and oversight by the provider. This included audits of care records, staff competencies and checks on health and safety equipment. The operations manager also completed quality audits to monitor the quality and safety of the service, identifying any areas for improvement. Records were stored securely in line with the Data Protection Act 2018. The registered manager demonstrated an understanding of the regulations and their responsibilities. For example, they had informed us about important events within the service.

Relatives spoke positively about the registered manager and told us they were involved in their family member’s care.

Staff spoken with understood the importance of sharing information with health professionals any changes in need were reassessed and updated within people’s care records.

The provider worked collaboratively with the local authority and healthcare professionals to promote the health and well-being of people living at the service. Positive feedback was shared by a healthcare professional on how the staff team have worked with the Multi-Disciplinary Team (MDT) to support a person through a period of crisis. The healthcare professionals felt the manager knew the needs of individuals well, they said, “The manager knows their residents very well and so is able to advocate and support them well.”

People’s needs were assessed prior to moving into the service to ensure the service could meet people’s needs safely. The provider had made timely referrals to health and social care professionals and their advice incorporated into people’s care and risk management plans. Care records demonstrated staff closely monitored people’s health and wellbeing and reported any changes to ensure people received the right support quickly. This was confirmed by a health professional who said, “Staff are quick to contact the community care coordinator to raise any concerns if they felt [Person] needed additional support.”

Staff told us there had been improvements in communication and teamwork since the new registered manager started. One staff member said, “There are lots of activities now and people get out more including in the evening. We have started a walking group, which people are enjoying, and we are looking to start swimming too.” The registered manager told us, “I work alongside staff, acting as a role model, it gives me an opportunity to review their interactions with people.”

Improvements had been made since the last inspection. Processes had been strengthened to ensure effective managerial oversight took place. Staff recorded incidents and accidents, and these were reviewed by the registered manager and action taken to prevent reoccurrence. Any lessons learnt were discussed in team meetings.