Cherry Tree

On this page

• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

During our last inspection, we found staff were not always attentive to people when support was required. During this inspection, we found improvements had been made. Staff were kind and caring when supporting people and were always attentive. People’s privacy and dignity were respected, and they were treated as individuals. People were encouraged to be independent and were supported to make choices where possible. Systems were in place to support staff.

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 treated people with kindness, compassion, and respected people’s dignity. A relative told us, “I find staff to be compassionate in what they do. [Person] gets on well with all staff.”

Staff told us they had a positive relationship with staff and saw people as their family members. The registered manager told us how they supported staff to develop positive and caring relationship with people. The registered manager said, “We ensure that all staff receive appropriate training that is tailored for each person we support. This helps staff to understand people’s needs and how care should be delivered.”

Partners were positive about the care people received. A professional told us, “[Registered Manager] and all the staff I've encountered have shown great understanding of [people’s] needs and commitment to supporting them.”

We observed that people were supported with kindness and compassion by staff members. People had a positive relationship with staff and their dignity was respected. There was a calm and relaxed atmosphere in the home. Staff were observed to speak to people appropriately.

People were treated as individuals and their preferences were considered in account of their strengths, abilities and background. A relative told us, “[Person] gets on really well with the staff and I find their support and care to be consistent, which is very important.”

Staff and the registered manager knew people well and were able to tell us about people’s preferences on how they liked to be supported and activities to ensure they were treated as individuals and care was personalised according to their preferences. The registered manager told us, “We carry out spot checks to ensure that people are being supported appropriately. This is also a part of our observation checks that my senior staff and I carry out. I also work with staff as part of the team so they can see how I also work with people and we can also have discussions on how we can make changes if needed. Staff understood the importance of treating people as individuals. A staff member told us, “I ensure that I give [people] choices on the way they want to be treated or supported. I also ensure that I give options for the clothes they want to wear and choices of the meal they would like to eat.”

We observed that people had their own dedicated staff, this enabled people to be treated as individuals and to receive their care in accordance with their preferences. We saw that staff were working with people as required and as stated in their care plan.

Care plan reviews were carried out with people and relatives to ensure people always received person centred care. Regular key worker meetings were held with staff to ensure people’s preferences were captured and this was monitored to ensure people received personalised care and were treated as individuals.

People were involved in decisions about their care and how they would like to be supported where possible and independence was promoted. Relatives told us staff encouraged people to make choices. They also confirmed that when risks were identified they followed the right process, which helped people keep safe without stopping them doing things they liked doing.

Staff told us they promoted people’s independence and involved people with decisions when supporting them. Staff gave us details on how they promoted people’s independence. One staff said, “I try as much as possible to encourage people to do as much as possible for themselves.” Another staff said, “I break down each task into small steps, this helps people to carry out tasks in their own time and the way they like to do it. It’s important that I don’t do things for people that they can do themselves.” Staff gave examples of how they offered people choices. For example, a staff member told us, “I ask person what [they] want. When it comes to food, we ask [the person] what they want for lunch and if they want to make changes to the menu. We would normally involve them.” The registered manager told us how they protect people’s personal information, “We have systems in place to protect people’s personal data. We also train staff that every person has the right to dignity and respect.”

We observed that staff supported people to make decisions such as on activities. We also observed independence was promoted where possible such as encouraging people with eating meals and getting ready to go outside.

Care plans included where possible areas people should be encouraged to be independent, like supporting people to eat meals and get dressed independently. Care plans and reviews involved people and their relatives to ensure people had choice and control of the support and care being delivered to them.

Staff responded to people's immediate needs where possible. Relatives told us that staff were available to support people’s immediate needs such as supporting them with GP appointments when needed and as and when people needed staff support.

Staff told us that there were enough staff and they were able to respond to people’s immediate needs when required. The registered manager told us they were able to respond to people’s immediate needs as each person had their own dedicated staff during the day and night.

We observed that staff responded to people’s immediate needs when required. We observed that each person was supported with their own dedicated staff member who knew them well, which meant that people’s needs could be attended to promptly. We also saw that people responded well to staff as they knew staff well.

The registered manager and staff told us that care plans were always reviewed and updated to ensure person centred care. Staff told us they were supported in their role and were positive about the management. A staff member told us, “It’s a really positive place to work. I feel supported by my manager and by the staff team.” The registered manager told us what support was in place for staff wellbeing, “We listen to any issues or challenges that they may have to help give solutions and ideas. This is done over one-to-one meetings or staff meetings. I often ask staff how they are feeling and carry out observations too. The management team ask them what they need to help carry out their job role on the best way as possible. We also have an on-call system that staff can call any time for advice.”

Staff were supported in their role to ensure their safety and wellbeing. Staff were supported with supervisions and training to ensure they can deliver personalised care and their wellbeing was maintained. Staff meetings were held to enable and empower staff to discuss ideas and concerns as a team to ensure people were safe and received high quality care.