18 and 28 September 2015
During a routine inspection
This inspection was unannounced and took place on the 18 and 28 September 2015.
Cherry Tree House provides accommodation and personal care for up to six adults with learning disabilities. There was a registered manager at this service. A registered manager is a person who has registered with the Care Quality Commission to manage the service. Like registered providers, they are ‘registered persons.’ Registered persons have legal responsibility for meeting the requirements in the Health and Social Care Act 2008 and associated Regulations about how the service is run.
At our last inspection in November 2014 people who use the service, staff and visitors were not necessarily protected against the risks of unsafe or unsuitable premises in respect of the home’s garden. Following our inspection, the provider told us about the action they had taken to address this.
At this inspection people were happy living at the service and they were protected from the risk of harm or abuse. People received care from a consistent staff team, who were properly recruited and deployed. People’s medicines were safely managed and staff supported people safely without imposing unnecessary restrictions on their freedom and choices. This was done in a way which met with recognised practice guidance and helped to mitigate any risks to people from their health conditions or their environment.
The home was clean, safe and well maintained. Arrangements for the servicing and maintenance of equipment, emergency contingency planning and fire safety arrangements at the premises helped to keep people safe.
People were supported to maintain and improve their health and nutritional status. Staff understood people’s health conditions and their learning disability related care and treatment needs. Staff promoted a holistic approach to people’s care and they worked in partnership with people to support their choices and wishes for their care.
People were supported to access external health professionals when they needed to and staff followed their instructions for people’s care when required. Staff consulted external health and social care professionals on people’s behalf when necessary. People’s health related care plans were produced and reviewed in collaboration with external health professionals. Staff consulted with people and helped them to understand their health needs and related care requirements in a way that was meaningful to them.
Staff received the training, support they needed. This included bespoke training for staff to support people with complex health needs when required. Staff development needs were regularly reviewed with them in relation to the service aims and objectives and people’s care requirements.
Staff understood and followed the Mental Capacity Act 2005 (MCA) to seek people’s consent or appropriate authorisation before they received care. This included authorisation by the relevant authority for any restrictions to people’s freedom that were deemed as necessary to keep them safe; known as Deprivation of Liberty Safeguards (DoLS).
People received care from a kind, caring staff team who treated them with respect and promoted their rights. Staff had strong, caring and supportive relationships with people and their relatives. Staff worked in an inclusive manner and people and their families felt they belonged and mattered.
Staff understood, communicated with and supported people in ways that were helpful to them. People’s views were important to staff and used to influence management decisions and the running of the service. Staff were motivated and supported to regularly review their practice and seek new and innovative ways of improving people’s care and support.
The home was consistently well managed and records to account for this were accurately maintained and safely stored. Clearly defined governance and communication systems helped to inform and improve the quality and safety of people’s care when required.
Staff understood their roles and responsibilities for people’s care and safety. They were proud to work at the home and promoted a positive and inclusive culture there.
Timely partnership working with relevant external health and social care professionals helped to ensure that people received the right care at the right time.