Cherry Tree Care 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 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 requires improvement. At this assessment the rating has improved too good. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care. The provider was previously in breach of the legal regulations in relation to quality assurance. At this inspection improvements were found and the provider was no longer in breach of this regulation.

This service scored 68 (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 provider had a clear aim of providing a caring person-centred service which promoted people’s rights. Discussions with all staff reflected this ethos.

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. There was a management structure with senior care staff, head of care, registered manager and provider’s representative, discussions with them showed they knew all service users and staff individually. Staff, people and family members were positive about the management team. For example, one family member told us about the support the registered manager had provided when they were trying to sort out some legal issues to do with powers of attorney. And said they would have been “unable to cope with it all without the manager.”

The management team fostered a positive culture where people felt they could speak up and their voice would be heard. All staff said they felt able to raise anything with the management team and felt they would be listened to. There was no evidence of closed cultures. Staff views had been sought via a survey and responses seen were positive.

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. There was an inclusive and fair culture with equality and equity for staff. All staff were positive about working at Cherry Trees and felt they were treated with respect.

The provider’s systems of accountability and governance had not always been effective in identifying areas for improvement. We found improvements were required in relation to medicines management, care records, staff recruitment and the environment. Where we identified areas for improvement which had not been identified by the provider’s quality monitoring processes the management team took prompt action. The provider had a range of quality monitoring governance procedures. This included audits of various aspects of the service and surveys of people and family members views.

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 management team expressed an open positive attitude to receiving support and understood how and where they could access support. They had developed links with various local community organisations including schools, activities and religious organisations.

The management team were focused on continuous learning and improvement across the organisation and local system. Whilst learning had occurred since the last inspection there remained further learning and improvement which the provider had not identified prior to our inspection. The management team were open to feedback provided during the site visit and undertook action to address immediate concerns we raised. The management team had considered how they could make improvements based on reviewing reports for other local similar services. They had developed an ongoing comprehensive action plan to document and monitor improvements.