Cherry Tree Manor

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

Caring – this means we looked for evidence that the provider involved people and treated them with compassion, kindness, dignity and respect.

At our last assessment we rated this key question good. At this assessment the rating has remained the same good. o good. This meant people were supported and treated with dignity and respect; and involved as partners in their 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 provider always treated people with kindness, empathy and compassion and respected their privacy and dignity. Staff treated colleagues from other organisations with kindness and respect. People told us staff treated them with kindness and dignity. One relative told us, “Staff are caring, I can't ask for more. This was a difficult decision to make and they (staff) have made it easier. I know [person] is looked after and that is so important to us as a family.”

Staff told us it was a core value of the home to treat people with kindness. One staff member said, “We are a family at this home. It is like no other and we treat everyone with kindness.”

There was a relaxed and friendly atmosphere in the home, people and staff appeared relaxed in each other’s company.Staff were reassuring and fully respected people’s dignity.

The provider kept records of the compliments they received which thanked staff for how they had treated people and relatives.

The provider treated people as individuals and made sure people’s care, support and treatment met people’s needs and preferences. They took account of people’s strengths, abilities, aspirations, culture and unique backgrounds and protected characteristics.

Staff understood the importance of understanding people’s needs and providing care in a person-centred way.People told us they were able to follow their interests. Many of the staff and people were local, which meant they were able to chat about the area, which led to enjoyable conversations and activities.

Staff spent long periods of time getting to know people, which meant they were able to provide very individualised support to meet people’s needs. Staff had a good understanding of what was important to people, respected people’s different cultures and religious needs and worked with health professionals to ensure support reflected their needs and wishes.

People were supported to engage in activities which were important to them, such as gardening. People and staff planted the garden to ensure there were seasonal flowers. One person enjoyed looking at the garden and staff made sure their room had a garden view. There was a beautiful window box outside their room. People had personalised their bedrooms with photographs and items that were important to them and throughout the home there were sections dedicated to important events which people could relate to.

The provider promoted people’s independence, so people knew their rights and had choice and control over their own care, treatment and wellbeing.

Staff worked with people to keep them as independent as possible. One staff member told us, “I tell the ladies, if you don’t use it (daily living skills) you could lose it.” People confirmed this was an important aspect of their care. They said, “I pick my own clothes and they make sure I wear them well” and ”They style my hair and look after me.” People were supported to engage in activities which were important to them. People provided positive feedback on the activities available. Staff offered one to one activities and wellbeing support, listening and chatting to people cared for in bed and those choosing to isolate in their rooms.

The registered manager told us care was delivered based on people’s choice, for example if people want to get up at a certain time this was always accommodated. There were several rooms which family members were able to book for special events and family members said they welcomed this space.

The provider listened to and understood people’s needs, views and wishes. Staff responded to people’s needs in the moment and acted to minimise any discomfort, concern or distress. Staff were visible around the home and were able to respond to people’s immediate needs. Staff worked together to support people during mealtimes or whilst participating in activities. Where people wanted to sit and chat with staff, they took time to spend it with those people.

People told us staff responded to their call bells in a timely way, but acknowledged sometimes it took longer during busy periods.

We observed how staff provided care and support to people. It was clear staff knew people well and understood when, and how, to respond to each person in a supportive way. We saw staff adapt quickly when people’s needs changed. Staff worked with each other in a supportive way and were relaxed together, this meant an atmosphere in the home was calm, supportive and at times very good natured in the humour shared.

The provider cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care. Professionals told us they felt the staff worked to ensure people’s needs were met, “I’m greeted by a welcoming and friendly atmosphere that makes each visit a joy. The residents and staff are consistently upbeat and happy.” It was clear staff enjoyed working at the home. Many staff had worked for years at the service, and they told us this was because they enjoyed their work.

Comments from staff about the registered manager included, “The registered manager is very supportive. They genuinely care and are not just running the place; she is here for all of us “and “She is dedicated and committed and if she can't accommodate a shift change, for example, she apologies because she cares.”

The owner of the care home spoke about the importance of valuing staff, and it was clearly evident staff were valued. If staff wanted to progress their careers this was actively encouraged.