Pinetree Care Home

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.

This is the first assessment for this service. This key question has been rated 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 79 (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 had a shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities.

People and their relatives consistently told us that they felt supported and listened too. One person told us, “I have been here a few months, the staff are amazing. All the staff are nice, including the cleaner who does a good job – they are lovely.” Another person told us, “It is the support I get from the staff and still get. They treat me as part of the family. I would recommend them and I have done. It is the kindness of the staff and they take notice of the relatives.”

Staff and the management team we spoke with shared the same passion for ensuring people were treated as individuals and were supported to live fulfilling lives. They ensured people were at the forefront of their care.

The provider had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.

Feedback we received about the management of the service was positive. The registered manager had recently joined the team and people; their relatives and staff told us they had already started to make positive changes to the home and was passionate about the people and staff at Pinetree Care Home. Comments we received included, “It is early days; however, the current manager is very approachable and I feel is willing to listen and take action. They appear to have a good relationship with their staff and willing to ‘muck in’ where needed” and “The manager is especially welcoming of feedback. They have made lots of positive changes already and has so many ideas.” One staff member told us, “The registered manager is amazing, they are really changing things for the better. I am confident in them. I take my hat off to them, they are changing a lot and it is amazing.

The management team were responsive, open and honest throughout the inspection and responded positively to feedback given.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

Staff told us they felt able to speak up if they had any concerns. The provider had a whistleblowing and safeguarding policy in place. The provider held regular team meetings. Comments from staff included, “Support is available when issues are raised, and there is generally open communication between staff and management.”

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who worked for them.

There was a positive and inclusive culture within the staff team.We received no negative feedback to suggest staff felt unsupported by management. The provider had a policy in place for equality, diversity and inclusion and staff had completed the required training in these areas.

We observed a positive culture during our onsite inspection.

The provider had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

Governance systems were in place to assess and monitor quality, safety and performance. The provider had robust audits in place and peoples care plans and risk assessments were being reviewed and updated regularly. The provider submitted statutory notifications to CQC as required and had a clear process for reporting and recording accidents and incidents, including any actions taken and lessons learned.

Staff meetings were held regularly and aspects of the service were discussed such as any environmental/housekeeping issues, people’s care needs, safeguarding and training.

The provider clearly understood and carried out their duty to collaborate and worked in partnership, and services worked seamlessly for people. They always shared information and learning with partners and collaborated for improvement.

We saw evidence of positive partnership working and working collaboratively with external healthcare professionals to improve outcomes for people. Feedback we received from healthcare professionals was positive around the support the management and staff team provided to people and their care and support needs. Comments we received included, “Staff are quick to contact us with any concerns, they always take advice onboard” and “Staff are attentive, they are quick on any changes to things like medication if any are low in stock or they need further information.”

The provider held events that were opened up to the wider community, such as their recent falls’ prevention day. They were also active in fundraising for charities and encouraging people at Pinetree Care Home and their families to get involved with raising awareness for conditions such as dementia. People were encouraged to participate in activities and supported to access the community via outings and the homes weekly walking club. The registered manager showed us the homes ‘Care and Life Enrichment’ folder which documented people out and about in the community as well as in house activities with external entertainers.

During our onsite inspection, we saw people accessing the community and participating in activities. One person told us, “I am going on the walk, we go once a week. My family take me shopping. The home don’t cage me in here, the family dogs come in. The staff are fantastic.”

The provider focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe, effective practice and research.

The provider had robust audits and governance systems in place. The provider had good oversight of accidents and incidents. They used information from audits, concerns and incidents to identify learning opportunities and enhance good practice.

Learning from incidents, feedback from people, their relatives and staff and audits was embedded and shared across the team to help improve outcomes for people and drive continuous improvement.