Social Care Solutions (Rothwell) Also known as Peartree Court

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.

This is the first assessment for this service. This key question has been rated 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 were treated with kindness, compassion and dignity. People spoke positively about the care and support they received and expressed a high level of satisfaction. A person told us, “Staff are all brilliant – I have a really good relationship with them.” Another person told us staff were, “Creative, enthusiastic, and motivated.”

Relatives also expressed that staff were kind and caring. A relative told us, “Staff are kind and engage with [relative].” Another relative told us, “Staff are brilliant, they know [relative] and [relative] has a good quality of life with them. A final relative told us, “[Relative] gets on well with carers, [relative] is a cheeky chap and they have to work with that.”

Our observations during the assessment confirmed the feedback we received from people and relatives and we found staff to be kind, caring and compassionate.

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.

People and relatives told us people were treated as individuals. A person told us, “Staff are really helpful – they offer me lots of emotional support when I need it. They motivate me.” A relative told us, “They [staff] are respectful and nice to [relative].”

Staff told us their aim was always to treat people as an individual and respect they work in people’s home. A staff member told us they, “Always knock the door before going into a flat.” Another staff member told us, “Developing a rapport with people is so important and this contributes towards the kindness we show at Pear Tree Court.”

People were able to personalise their rooms according to their preferences. We found people’s personal, cultural, social and religious needs, including those relating to people expressing their sexuality were assessed by the service and had supporting care and support plans.

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

People and their relatives told us they were supported to have choice and control. A person told us, “I can choose what I do each day.” Another person told us, “If I want space I get it.” A relative told us, “I would say [relative] is encouraged to maintain some independence.” Another relative said, “[Relative] goes clothes shopping when [relative] likes. [Relative] likes to go to bed early so [they] can stretch out and watch tv.”

Staff told us, “We get people involved as much as possible, they help get a meal ready.” We saw assistive technology had been considered to promote people’s independent living skills as much as possible. For example, a person told us they had a handheld steamer rather than Iron. A cordless hoover and a steam mop to clear the floor. People also told us how they got involved with washing their clothes and meal preparation.

People took part in a variety of social activities and events, including shopping, walking, gym, coffee shop visits, meals, and day centres to name a few. People also went on holidays and took part in seasonal activities such as the polar express.

A person and their key worker told us how they were looking to reduce their one-to-one hours because they no longer required a staff member to provide the level of support they were currently funded.

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.

We found staff knew the people they were supporting well, and they were able to anticipate their needs. For example, during one observation we found a staff member responded quickly and effectively when a person started coughing, which was in line with the person’s care plan.

People and relatives told us staff were attentive. One relative told us, “[Relative] can get emotional and upset – staff explain what was meant.” to help provide reassurance when their relative became anxious.

People had mental health support plans. The registered manager told us staff had completed positive behaviour support (PBS) training and if required a referral could be made to the internal PBS team for support and a specific PBS plan.

The provider cared about and promoted the wellbeing of their staff and supported and enabled staff to always deliver person-centred care.

Staff told us they had an annual appraisal and regular supervisions meetings with a team leader or manager.

We were told there was an employee assistance programme, access to high street benefits, choice awards and long service awards. For example, a staff member told us they recently received an award for 5 years’ service. The registered manager told us staff had access to a platform call ‘Wagestream’ which meant people could drawdown on some of their salary early.

A team leader told us the service awarded employee of the month – the reason for the award was given on the wall and staff received a gift pack to thank them for their contribution.

The manager told us there was a process in place for monitoring working hour breaches, which contributed to helping staff maintain a work/home life balance.