Tynedale House

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 the last inspection we rated this key question outstanding. At this inspection the rating has changed to 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 71 (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 the challenges and needs of people and their communities. The registered manager was working with staff to develop a shared vision based on 'Right support, right care, right culture’ and staff were keen to ensure their practice reflected current best practice. Staff were positive about the changes in management and described feeling more listened to, supported and involved in making improvements. A staff member said, “There has been a lot of improvement within the service since [registered manager] came into management, I feel very positive about my role and carrying out my job in an effective manner. I am hopeful for the future of our service. I have nothing but praise for Tynedale House and the services that we provide.”

The registered manager was visible, approachable and demonstrated a commitment to providing compassionate and inclusive care. Staff consistently told us they felt supported by the registered manager and the team and were confident they could approach them for advice, guidance or support. They described improvements following the change in management and said their work was recognised and praised. They said concerns were taken seriously and acted upon promptly. The registered manager had a good oversight of the service, had identified areas requiring improvement and was taking action around staffing, training, risk assessments and supporting people to become more independent. Professionals spoke positively about the management team within the service. They described the registered manager as approachable, responsive and flexible.

The registered manager promoted a culture where people and staff were encouraged to speak openly and share their views. Staff told us they felt able to raise concerns and were confident management would listen and respond appropriately. The change in management had increased staff confidence that they would be listened to. They described the management team as supportive and said concerns they had raised had been dealt with quickly and effectively. Staff meeting arrangements were not consistently embedded, with some staff describing meetings as infrequent or irregular. Despite this, staff had other opportunities to raise matters directly with managers and described the registered manager as approachable. A staff member said, “We are all looking at ways we can improve the way we work. Going to work at Tynedale House is a pleasure, my role as a career is very rewarding, and we face everything as a team.”

The provider promoted equality, diversity and inclusion across the workforce and supported staff to feel valued, respected and included. Staff were offered training and development opportunities and vacancies were advertised in ways intended to promote equality and inclusion. Staff completed training in equality, diversity, human rights and person-centred care. Staff described feeling valued and listened to by managers and said they were supported to undertake training, development and progression opportunities.

The provider had clear responsibilities, roles, systems of accountability and good governance. The registered manager had good oversight of the service and used quality assurance systems to identify where improvements could be made. They and the management team had identified areas for further development, including staffing levels, person-specific risk management and the implementation of 'Right support, right care, right culture’ principles, and were taking action to address these. Accidents and incidents were recorded and reviewed and the registered manager reviewed incidents to ensure appropriate safeguarding responses were made. Managers and senior managers met to discuss concerns, while incident reporting processes were used to identify actions to reduce the likelihood of recurrence. They were taking proactive action to ensure staff were fully enabled to deliver the service in line with expected practice.

Staff worked well in partnership with other organisations and community services to promote positive outcomes for people. Professionals consistently described collaborative working relationships and told us staff communicated effectively and involved them appropriately in people's care and support. A professional said, “I frequently arrive unannounced. This is never an issue, and I see no difference in the presentation of the unit or how the staff are interacting with the residents, whether they knew I was coming or not.”

The provider had systems which supported learning and improvement across the service. Accidents, incidents and safeguarding concerns were reviewed and analysed to identify lessons learned and opportunities for improvement. Staff told us learning was regularly shared, and they were involved in conversations about improving the service. The provider demonstrated a willingness to reflect on shortcomings and make improvements. Learning from identified issues had resulted in strengthened monitoring, escalation arrangements and clearer oversight of remedial actions.