Pear Tree Court

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.

At our last assessment we rated this key question good. At this assessment the rating has remained 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 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 had a clear vision and culture based on transparency, equality, diversity, inclusion and engagement. People, relatives, staff and professionals were involved in shaping and reviewing care to help achieve positive outcomes.

Staff described an inclusive and supportive culture where they felt listened to and encouraged to contribute to service development. They understood the provider's values and demonstrated a commitment to delivering person-centred care.

People, relatives and professionals told us feedback was welcomed and used to improve the service.

A senior social care professional told us, "Communication from the management team has been timely, professional and collaborative. Staff and management have consistently been friendly, approachable and focused on achieving positive outcomes for residents."

The provider had leaders who were visible, approachable and committed to delivering high-quality care. Leaders understood the needs of the people they supported and demonstrated the values of the organisation through their actions.

Staff and relatives consistently spoke positively about the management team and described them as caring, supportive and responsive. Throughout the inspection, we observed the registered manager engaging positively with people, staff and visitors.

The registered manager spoke passionately about ensuring people lived fulfilling lives and provided examples of how they had worked creatively with staff and professionals to achieve positive outcomes.

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

Regular resident meetings and day-to-day discussions gave people opportunities to contribute feedback. The registered manager maintained an open-door policy and acted upon suggestions and concerns raised.

Staff told us they felt comfortable speaking up and were confident concerns would be addressed appropriately. Relatives also described managers and nurses as approachable and responsive when issues were raised.

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.

Appropriate policies supported equality and diversity, and staff told us they felt valued and treated fairly. They were confident the provider promoted inclusion and created an environment free from bullying and discrimination.

The registered manager demonstrated consideration for staff's cultural and religious needs, including providing a designated prayer space and additional support for staff during periods of fasting. This included access to food and refreshments after fasting to support wellbeing.

Staff said they felt supported to share feedback and believed everyone was treated fairly regardless of background or protected characteristics. Staff recognition initiatives further promoted wellbeing and inclusion, including dedicated appreciation events and team celebrations.

The provider had effective governance systems to monitor, maintain and improve the quality of care provided. Staff understood their roles and responsibilities and reported changes in people's wellbeing appropriately. Records were well maintained and supported effective oversight of care delivery.

Governance processes were effective overall at identifying and addressing risks. During the inspection, the deputy manager acted promptly to strengthen oversight of recruitment checks and kitchen cleanliness by introducing additional auditing measures.

Information was stored securely, and the provider shared information appropriately with partner organisations and regulatory bodies when required. There were security measures in place to ensure all paper and electronic information was stored safely and securely. The provider submitted information to partner agencies when required.

The provider worked effectively with health, social care and community partners to ensure people received coordinated care and support. Staff worked closely with a range of professionals, making timely referrals and acting on guidance to meet people's needs and improve outcomes.

The service maintained strong links with the local community. People were supported to attend community groups and activities, while local organisations and community members were welcomed into the home. Examples included the card club, veterans' events and themed activities that promoted social inclusion and cultural awareness.

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 management team spoke passionately about improving the service and showed a willingness to embrace new ideas and opportunities. Concerns identified during the inspection were addressed promptly and constructively.

Relatives told us they knew who the registered manager was and found them approachable and accessible. Staff also described the management team as visible, supportive and responsive.

Throughout the inspection, we observed leaders knew people well and were focused on delivering high-quality, person-centred care while continuing to drive improvement across the service.