The Pines

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 service 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 changed to outstanding. This meant people were truly respected and valued as individuals; and empowered as partners in their care in an exceptional service.
 

This service scored 95 (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 was exceptional at treating people with kindness, empathy and compassion and in how they respected people’s privacy and dignity. Staff always treated colleagues from other organisations with kindness and respect.

People living at The Pines were supported by a dedicated staff team who put dignity at the centre of each care task undertaken and every interaction. Skilled staff supported people step by step to regain their independence which has had a profound effect on their self-esteem and dignity. For example, staff supported one person who had experienced poor care before moving to the service. Through patience, trust-building and adapting their approach to the person's preferences, they enabled the person to regain aspects of dignity and independence that had not been possible for many years.

Staff also showed great care, attention and sensitivity during another person's end-of-life care, respecting their wish to remain at home and providing emotional support to both the person and those they lived with. Relatives described staff as "so kind" and told us they felt confident their family member would receive the same compassionate care if needed.[SF1.1][FS1.2]

Person centred approaches were woven into the fabric of the service and people’s wellbeing was always put first. Input was continually sought from people, their relatives and the staff team about how their experience could be improved. This was part of everyday practice within the service. A relative told us, “The staff hear what my loved one is saying, they listen and offer to help in ways that respect my relative’s space and wishes. They support me as well, I am not local, but they bring the bus so we can have visits.”
People were given the opportunity to excel in life, the registered manager discussed with people about their historic lived experience. Then worked with them to enable them to have control over their lives and their care. Empowering them to try new things without fear, judgement or stigma and celebrate things which made them unique. This information had been used to make changes through all areas of the service such as, décor of the home and personal spaces and in the activities, people were supported to participate in.

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

People and their relatives told us staff supported people to access education, volunteering and be active members of their local community. People said, “I’ve had my first ever holiday without my family”, and “I can always go out and have a lovely day, they don’t make you stay home here.”
A relative stated, “Since moving to The Pines, my loved one is never home, too busy out living the best life I’ve ever known them to have. I can visit anytime but I do find it helpful to call and check they are actually home!”

Staff consistently demonstrated an exceptional understanding of people’s individual needs, preferences and life experiences and tailored support accordingly. They spoke knowledgeably about how people preferred their care and support to be given. For example, one person was supported to develop greater independence, privacy and choice through changes to their personal care arrangements, despite concerns raised elsewhere about the impact on staff time. Leaders remained focused on what was important to the person and worked with professionals to ensure their rights and preferences were upheld.

Staff also demonstrated a detailed understanding of another person's sensory needs associated with a visual impairment, adapting communication and personal care to provide reassurance and reduce anxiety. People were encouraged to pursue activities that reflected their interests and brought them joy, with staff describing how one person's enthusiasm and enjoyment increased when participating in experiences tailored to what appealed to their senses. This person-centred approach helped people maintain their individuality, wellbeing and independence.

The service had an equality and diversity policy in place. The policy detailed the providers commitment to uphold legislation and best practice to ensure people, staff and visitors were treated fairly. Staff embodied the policy in everything they did, people told us they felt like family within the service.

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

Feedback from people, relatives and professionals highlighted a strong and consistent theme of people receiving support that reflected their unique circumstances, aspirations and preferences. People were supported to live independently, exercise choice, direct their own lives and achieve outcomes that were meaningful to them. For example, people were supported to make decisions about how they spent their time, how they received support and what goals they wanted to pursue.

Staff recognised that promoting independence sometimes meant accepting positive risk and challenging practices that might unnecessarily restrict people's freedom or opportunities. This approach was deeply embedded within the culture of the service and was evident in day-to-day practice. The provider told us, “People we support are encouraged and empowered to understand their rights, express concerns and participate in decisions about their care using communication methods tailored to their individual needs.” The provider was assured the staff team understood the importance of this and demonstrated a strong commitment to upholding people's rights and independence.

Staff consistently described how they adapted support to maximise people's autonomy and sense of control. Staff told us, “At night time, a person may not wish to sleep so we ask what they would like to do; sometimes it is arts and crafts, sometimes it is just someone to sit with them. It is an honour that I am able to offer them comfort and make them feel safe”, and “We always receive guidance and updated care plans when people's needs change so we can continue to provide the right support.”

The provider was exceptional in how they 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.

The ethos of the staff team was to empower people. This remarkably caring and supportive approach reinforced people were at the centre of the service and ensured care was provided in accordance with their choices. Staff, relatives and the provider told us many examples of where people’s emotional state improved significantly because they felt valued and purposeful within their home. For example, staff worked closely with one person and their family to ensure support was delivered in a culturally sensitive and respectful way. Staff and the registered manager also worked in partnership with external agencies to ensure the person's needs, rights and safety remained central to decision-making.

For another person, staff challenged long-standing assumptions about their nutritional needs and coordinated support from health professionals to safely and slowly improve their outcomes. Creative and innovative approaches were used to meet the person's sensory needs and promote safe eating, resulting in more personalised support that responded to the person's changing needs and goals. This meant there was a proactive and responsive culture to act quickly, work collaboratively and adapt support to achieve positive outcomes for people.

People told us the positive impact of staff who knew them well and treated them with respect had and commented, “I have my favourites, the ones I have a right old joke with. The staff are all lovely, we are lucky here. That’s life, some people you like more than others, and I know who I like as people see and that’s my staff.”

Staff gave examples of how they embodied the values of the service by anticipating the needs of people quickly, and in ways that reduced any discomfort or distress. We observed positive interactions with genuine warmth and affection throughout the inspection. Staff worked in safe ways, for example, staff confidently used agreed distraction and redirection techniques to support people during times of distress.

Leaders demonstrated a proactive and highly individualised approach to responding to people's immediate needs, particularly where situations were complex or evolving.
The provider told us, “People we support are supported to live fuller, more meaningful lives without unnecessary restrictions. We focus on what people can achieve rather than what may prevent them from reaching their goals. Staff are confident in balancing safety, choice and positive risk-taking.”

The registered manager understood their responsibilities in ensuring people’s immediate needs were responded to. They had systems and process in place to support this and had significant oversight of people’s needs. The registered manager also spoke passionately of the service’s role in supporting the person’s wider family. This had improved staff understanding of people’s histories and culture so traditional practices and ceremonies could be honoured.

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

Staff told us they worked well as a team and spoke highly of training and support available to them. Comments included, “I know I can rely on my colleagues for support whenever needed. Communication between staff is very good, which helps us organise our work effectively and provide consistent care”, and “Mandatory and additional training is provided, and I feel it equips me with the knowledge and skills needed to carry out my role safely and effectively. My work and my development matter to those we support.”

The provider had structures and policies in place to support workforce wellbeing and enablement. Details of access to mental health support and self-guided tools available to staff were shared with staff as part of their induction.