Cherrycroft

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. We assessed a total of 7 quality statements from this key question. We have combined the scores for these areas with scores based on the rating from the last inspection, which was inadequate. At this assessment this key question has changed to 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 75 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The registered manager told us they had done a lot of work to change the culture at the service to ensure people they supported were at the centre of care and support. The regional manager had taken time to meet with all staff either individually or in groups to get to know them and to identify what support staff needed to do their job effectively. The registered manager told us staff now look forward to coming to work. One member of staff said, “I had never worked in care before, but I’ve been taught everything I needed to know, and I absolutely love being here. The management are extremely supportive and there is always a lovely atmosphere here. I enjoy coming to work every day.”

The management had clear values and were aware of the direction they wanted to take. The registered manager had developed a listening culture where staff can feel they are available for them to talk to. Staff were asked to complete a survey to give their feedback on the support they received. However, the registered manager had not reviewed the surveys to see where improvements could be made.

A new registered manager and regional manager had been appointed since the last inspection. The new management team had evaluated issues at the service and was driving improvements. There was a culture of support being provided to the senior team and care staff working at the service. The registered manager was being consistently supported by the regional manager to action the changes and drive improvements at the service.

The registered manager was being provided with support from a strong leadership team. There were identified roles and accountability for staff to focus on. The registered manager told us they had support from the leadership team amongst others who were all working with the regional manager to embed changes and improvements at the service. The regional manager carried out weekly and monthly audits ‘Every visit counts’ and used the findings from these audits to address all activity and issues with the registered manager accordingly.

Staff we spoke to told us they were able to speak up freely and were provided with various avenues to do this. All staff we spoke with were aware of the providers whistle blowing policy.

Processes were in place to enable people and staff to speak up. The registered manager was aware of the duty of candour process and apologised to people and relatives when something had gone wrong.

Staff had received training in equality and diversity. Staff felt supported at the service and told us they felt it was a very good place to work. Staff had been supported with training and their wellbeing was checked on regularly.

The registered manager told us there were policies and procedures in place to promote equality, diversity and inclusion in the workplace.

Staff feedback were positive about the management and support they received to do their job effectively. One member of staff said, “I think Cherrycroft is managed very well. The registered manager is really good, very supportive and helpful.”

Improvements had been made since our last inspection and the provider was no longer in breach of a legal requirement. The registered manager and regional manager had established a number of audits which provided them with a good oversight of the service. There was also an action plan in place which was being worked through. The registered manager had given staff a clear direction of their vision for the service. Staff understood their role and contribution in sustaining improvements. The registered manager made statutory notification when required and safeguarding notifications to the local authority. The registered manager had taken action to respond to concerns identified by partner agencies. Whilst we did identify some areas that required improvement, we found the leadership team open and honest about the challenges they faced, and they demonstrated a commitment to provide a quality service for people using their service.

The registered manager had developed good links and worked closely with health professionals and the local authority to ensure seamless care for people. Relatives and resident’s meetings were arranged and held, and we saw people were asked for their ideas for improvements to the home and their experiences.

We received positive feedback from partners. A health professional told us, "The service have made a lot of improvements."

The registered manager had developed relationships in the local community including working closely with health professionals and local authority.

The registered manager was actively supporting staff with learning and innovative ways of working at the service. Staff were encouraged to develop their skills and were supported to obtain nationally recognized qualifications. One member of staff said, “I have completed lots of training including the care certificate when I first started and continue to do so.” The leadership team had the understanding needed to make improvements happen. The regional manager told us “I want a high performing team, capable of recognising risk, I want a team that are actively making people’s lives better.” The registered manager told us, “I have come back here to stay, and we are working very hard to put things right. We still have work to do, and we are nowhere near where we want to be, but I can already see the positive difference in the home and how happy residents and staff are.” The regional manager recognised senior staff required additional training and support and communication between families needed improving. Following the onsite visit, the regional manager has arranged a meeting to meet with all relatives to discuss communication and any ongoing concerns.

The organisation was clear about their vision and values and were aware they had more work to do to ensure all processes were communicated clearly and embedded to support learning and innovation. External relationships were being developed so care provision was joined up, working towards delivering a high quality and consistent service to people.