Care Quality Services Newcastle

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 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 Care Quality Services Newcastle service. This key question has been rated Good

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.

Management actively advocated for staff and relatives to provide feedback and suggestions regarding the best ways to support people in their care. Staff were encouraged to foster an open and sharing culture and received training in equality, diversity and inclusion. The provider had a thorough understanding of the challenges and needs of people and their communities. Staff expressed pride in their roles and spoke positively about the impact they had on people’s lives
 

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 management team were seen as accessible, receptive to feedback and willing to implement improvements. Staff felt comfortable raising concerns during meetings and supervisions. Staff were actively encouraged to share ideas and improvements for the service and people they support, with several noting their input led to changes in care plans or rotas, while others felt confident advocating for those using the service. Managers and coordinators were commended for their support, including making rota adjustments during cultural observances like Ramadan.
 

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

Staff were clear about their responsibility to report poor practices and ensure people in their care are treated respectfully and safely. Systems were in place to support staff in speaking up. All staff had received safeguarding and whistleblowing training, and are confident in the procedures, with one stating, “I know the process but never needed to use it but would if I seen something that needed reporting.” Staff reported feeling supported to advocate for high standards of care. Some staff identified areas for improvement in communication, commenting, “Sometimes when you ring, you don’t know who you’re speaking to,” “If you call the office it can be noisy and you don’t always hear what is being said,” and “Sometimes we are told things last minute if there is a change.”. The management team were accessible and receptive to feedback, with ongoing exploration of how communication and feedback strategies could be improved. Staff were encouraged to share their views openly during meetings or confidentially if preferred.
 

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for staff.

The provider promoted a fair and inclusive culture, valuing diversity within its workforce. Staff reported that training is comprehensive and helpful, with themed sessions covering topics such as caring for LGBTQ+ people and supporting those with alcohol dependency. Several staff commented that their personal circumstances were respected and accommodated.
 

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 clear roles, responsibilities, and strong systems of accountability. Good governance ensured that care, treatment and support were delivered to a high and sustainable standard. Managers and staff understood their roles and worked well together as a team. Regular audits were carried out for care and medicines records. The service used their own internal records system which aided data capture and allowed prompt action when errors were identified. Action plans were updated with clear time frames, and the management team scheduled reviews to check completion. Governance systems were effective and used up-to-date information on risk, performance and outcomes, which were shared securely when needed.
 

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 demonstrated collaboration with health and social care partners, ensuring seamless service delivery for people. Records confirmed appropriate healthcare referrals and prompt appointments, with staff confident in seeking advice and implementing recommendations from professionals. The management team actively promoted partnership working, sharing information and learning. Staff contributed to joint problem-solving with external professionals, including pharmacies, district nurses and social services. The provider was responsive, solution-focused and trusted by professionals for delivering high-quality support. The staff team were encouraged to engage in community initiatives such as the Feeding Families project by collecting food items and identifying possible recipients in need of their support.
 

The provider focused on continuous learning, innovation and improvement across the service. 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.

The provider had systems in place for learning from incidents, accidents and safeguarding concerns. Reviews of such events informed practice, with themes and trends clearly identified and acted upon. Staff training records were regularly monitored, ensuring staff remained competent and knowledgeable. There was an organisational focus on continuous improvement and innovation. Approaches to person-centred care evident throughout the service. Staff were supported through regular training, supervision, and themed learning sessions, and electronic systems were used effectively to monitor performance and support professional development. Lessons learned were shared and implemented to drive improvement and enhance outcomes for people.