The Pines

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 leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture.

At our last assessment this key question was rated good. At this assessment it 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.

There had been a change in management since our last assessment, we received feedback of how the manager was accessible and approachable. Governance systems supported the provider and management team to monitor the service, and to continuously improve and provide people with good quality 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 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.

The regional director told us how the provider’s quality team and governance systems in place supported robust monitoring of the service. They told us how the provider’s governance systems ensured any incidents within the service were monitored both through regular senior management visits and remote reviews.

Staff were provided with training and guidance in how to provide person centred care. Regular one to one supervision meetings and staff meetings ensured staff were aware of and working to the provider’s vision and culture in meeting people’s person-centred needs. A staff member told us, “I believe the service has made significant strides in fostering a culture of respect and professionalism. There is a strong commitment to continuous improvement, and the team is dedicated to providing high-quality care to those we support. My experience working at The Pines has been incredibly rewarding, and I am proud to be part of such a dedicated team."

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.

There was a new manager in post since January 2025. They told us they had submitted their registered manager application. The manager was enthusiastic, compassionate and understood their role and responsibilities. They were open with us and receptive to the inspection process. They were a visible presence in the service and people knew them and told us they felt comfortable with the manager. The manager was able to tell us in detail, about each person using the service, including what they liked, did not like and their goals and how they were being supported to work to them. They spoke in caring and compassionate way about the people they cared for. A staff member said, “I believe the service is well-led. The management team is approachable, supportive, and committed to continuous improvement.”

We received feedback from people, relatives and staff, in how the manager was accessible, listened and they could see improvements were being made. A person told us, “I like [manager], [they] listen to us.” A relative told us, “Oh wow, [manager] communicates so well…With [manager] the residents come first, [manager is] lovely and if I ask [manager] something [manager] gets to it."

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

Staff told us there was a whistle blowing policy in place which they understood. Staff told us they felt listened to and would report concerns. A staff member told us if they ever felt they were not listened to, they knew they could go to the provider’s leadership team or external organisations. Another staff member said, “I feel confident that any concerns raised with the management team will be listened to and acted upon. The management is open to feedback, and I have never felt dismissed or unheard in raising issues.”

Regular engagement with people, such as from the staff team, with their key worker and in meetings, supported them to raise any concerns they had and speak up if they did not feel happy. People told us they could speak with any of the staff if they had concerns. It was evident from people’s care plans that they were involved with the planning of their care and their voices about how they wanted to live their lives were valued and incorporated into their plans for the future and present.

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 were systems in place to ensure staff were aware of the support they could access both inside and outside of the home where required. This included helplines they could use for support.

There was a diverse staff team working in the service and open communication supported equality and a fair culture. We observed staff working together and communicating effectively with each other during our visits.

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.

Audits and monitoring supported the management team to independently identify and address shortfalls or improvements . Lessons were learned and disseminated to staff where required.

Action plans were in place where improvements needed had been identified by the provider in their own quality checks. Where improvements were made these were documented.

The regional director told us how the provider referred to ‘Right support, right care, right culture’ guidance to ensure people with a learning disability and autistic people received respect, equality, dignity, choices, independence and good access to local communities, in all aspects of the care provision and governance systems. This was evident this guidance was being followed in our findings during this inspection.

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

We received positive feedback from social care professionals relating to how the service worked with them.

The manager told us they worked with social care and health care professionals to improve the service provided to people and to ensure a consistent service was received. Where people had attended appointments with health professionals, the dates of these, recommendations for care and the outcomes were included in care plans to ensure people’s care needs were being met consistently.

Leaders had worked with people, their representatives, where appropriate, and staff to build a culture that focused on enabling people to enjoy their lives, develop skills, have new experiences and live the life they choose.

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.

Where the provider’s governance systems had identified lessons to be learned, these were shared across the organisation to ensure ongoing improvements across all of the services.

The management team told us how they were continuously improving to ensure people were provided with the opportunities to live their lives to the full. Throughout our assessment, we heard reference to the service being people’s homes and their choices always being valued and respected. The provider kept up to date with best practice guidance and incorporated this into the ways they worked.