Cherrydale

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

Plans had been put in place to ensure referrals were made promptly to professionals when necessary and that staff followed professional guidance about people’s care. Staff told us the need to improve these areas of their practice had been reiterated to them as part of the learning taken from incidents.

Staff told us the registered manager was approachable and supportive. They said they were treated fairly and did not experience discrimination. Staff knew how to raise any concerns they had, and there were procedures in place to enable staff to speak up. Staff were able to contribute to the development of the service and could make suggestions for improvements at team meetings.

Key aspects of the service were audited regularly and action taken to address any shortfalls identified. Some of the information on people’s care plans was out of date. The registered manager had identified this and begun to update people’s care plans.

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 told us they were able to contribute to the development of the service. They said they could make suggestions for improvements or raise concerns at team meetings.

Staff said the registered manager clarified the expectations of them in their roles at team meetings and supervision.

Staff told us the registered manager was approachable and supportive.

Staff received individual supervision, which helped ensure they had access to the support they needed to carry out their roles.

Staff told us they knew how to raise any concerns they had, and were confident these would be listened to.

There were procedures in place to enable staff to speak up, including opportunities for staff to raise concerns anonymously.

Staff told us they were treated fairly and did not experience discrimination in their employment.

The provider had procedures in place to ensure staff were supported and their employment rights were upheld.

The registered manager and senior care staff told us they carried out regular audits of key areas of the service.

Each person had a personalised care plan which recorded their needs, strengths and preferences. Some of the information on people’s care plans was out of date as it no longer reflected their needs. The registered manager had identified this issue and begun the process of updating people’s care plans.

People had not always received effective care as staff had not followed professional guidance, for example if professionals had recommended pressure-relieving equipment to maintain skin integrity.

Staff told us the importance of following guidance put in place by healthcare professionals to ensure people received care that met their needs had been reinforced by the registered manager.

Some professionals told us guidance they put in place for people’s care had not always been followed in the past, for example if people required repositioning.

There were systems in place to ensure referrals could be made to relevant professionals when necessary.

Staff told us the need to make timely referrals to other professionals when necessary had been reiterated to them as part of learning taken from previous incidents.

The registered manager and provider had put plans in place to improve the service where shortfalls had been identified.