Tipson Healthcare Limited

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 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 newly registered 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 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 provider’s Statement of Purpose and policies described the service’s aims and values. Leaders promoted safe, respectful and person-centred care. Staff understood the importance of working in line with the person’s needs, preferences and rights.
The registered manager used meetings, communication systems and supervision to reinforce expectations. Staff described a positive team culture and said leaders listened to them. This supported a shared approach to delivering 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.
The registered manager maintained oversight of the service through care record checks, spot checks, supervision and regular communication with staff, the person and their relative. This helped leaders stay aware of issues within the service and respond when improvements were needed. For example, the registered manager acted when the relative raised concerns about staff confidence and when spot checks identified areas where staff practice needed to improve.
Leaders also used local authority updates, CQC information and health and social care guidance to support their knowledge and decision-making. Feedback from the person, relative and staff showed leaders were approachable, listened to concerns and acted with openness and integrity.
Leaders supported staff training and development. They arranged training through the local authority and other providers so staff could develop skills needed for current and future care packages. Leaders also used spot checks and supervision to address practice concerns and improve care. One staff member told us the “registered manager is excellent and providing the secure time to give feedback about the job and how we feel things are going. We also have access to useful training, I think this is really good.”
 

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.
Staff were able to speak up and raise concerns without fear of consequences. There was an open-door culture, and staff were provided access to, and discussed the company whistleblowing policy during induction. A staff member told us, “leaders listened and found solutions when we raised concerns.”
Another staff member said , “I feel able to raise concerns and can contact the registered manager whenever I need support.”
 

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.
The provider’s policies covered equality, diversity, flexible working and workforce wellbeing. Staff completed equality and diversity training, including awareness of protected characteristics, bullying and harassment.
A staff member told us, I feel supported, included and listened to. There is no gap between leaders and carers, and the team work together.” Leaders considered reasonable adjustments and staff wellbeing through recruitment, supervision and ongoing support.
 

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.
The provider had governance systems to monitor care quality, staffing, training, records, incidents, complaints and risks. Leaders used audits, spot checks, care record reviews and action plans to identify improvements. They also monitored staff performance and addressed concerns through supervision and management support.
The provider had systems for submitting statutory and regulatory notifications. Records showed leaders understood current standards and used learning, feedback and guidance to improve the service. The provider had General Data Protection Regulation (GDPR) arrangements in place to support secure information sharing.
 

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.
The provider worked with the person, their relative and the independent live-in carer to support joined-up care. Staff shared information with the person’s relative and live-in carer, they understood changes in the person’s needs which helped to ensure consistent support.
The provider had referral and escalation processes in place if concerns arose. The provider also used local authority updates, CQC information and health and social care platforms to keep practice current.
 

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.
Leaders used feedback, audits, spot checks and care records to identify learning and improvement. They shared learning through meetings, supervisions, appraisals and a communication app. The provider updated policies and procedures annually and when learning identified a need for change.
Leaders encouraged staff to develop their skills and share ideas. The provider used supervision, team discussions and feedback to identify learning needs and support improvement. The service planned to grow gradually while maintaining oversight, safe staffing and quality.