The Pines Home Care

We have assessed the service against ‘Right support, right care, right culture’ guidance to make judgements about whether the provider guaranteed people with a learning disability and autistic people respect, equality, dignity, choices, independence and good access to local communities that most people take for granted. People were supported in accordance with this guidance.

A balanced, proportionate approach to risk enabled people to live active, fulfilling lives. They were actively involved in managing their health and wellbeing needs. People’s key workers planned, delivered and reviewed people’s care and support with them. Care and support were tailored to people’s individual needs and wishes and was in line with current legislation and recognised good practice.

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. This included creatively exploring how technology could enhance people’s independence.

People received support from a consistent group of staff who knew them well.

Staff prioritised people’s comfort and well-being. They worked collaboratively with staff from other organisations involved in people’s support.

The provider made sure there were enough qualified, skilled and experienced staff, who received effective support, supervision and development. However, recruitment records did not always include information in relation to staff’s conduct in all previous care roles. The provider started addressing this shortfall during our inspection to ensure only suitable staff were employed.

Staff knew how to recognise and report signs of abuse, discrimination and improper treatment. Managers took timely and appropriate action when they received such reports. Leaders promptly addressed any issues that could affect the quality of people’s care or have a detrimental impact on staff.

Any restrictions on people’s freedom and choice were the minimum necessary for their safety. This was by agreement with people, or in line with the Mental Capacity Act 2005. The management team recognised potential deprivations of liberty and sought appropriate authorisation for this.

The provider made it easy for people to share feedback and ideas, or raise complaints about their care, treatment and support.

The provider had very clear shared values and culture. They were committed to working in a flexible and caring way that enabled the principles of Right Support, Right Care, Right Culture to become a reality for people. A genuinely person-centred approach prioritising good outcomes for people was central to the way the provider worked and was reflected in everyday practice and decision-making.

Leaders were visible, approachable and supportive, to people using the service, their families and staff.

There were clear and effective governance, management and accountability arrangements. Staff felt confident and supported to do their job because of their managers’ oversight and by following the established processes.