Walfinch Newcastle East

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 was the first inspection for this 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 management team and staff 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 staff team consistently strived to ensure the service put people first. A staff member said, “The time allocated for each client allows us to get the tasks done and have time to get to know the client, so they don’t feel that we are just in and out. I feel supported in the role, I had previously worked in care but when starting my role, I was given training and managers are always available if I have any questions or if I need to talk to them about anything.”

The management actively promoted an inclusive, respectful and person-centred approach to delivering care. The provider had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty. Staff understood the context in which they delivered care, treatment and support and embodied the person-centred culture and values of the organisation. Staff told us the provider was approachable and really encouraged them to go the extra mile. A staff member said, “Managers ask our opinions and our feelings on how things are going so it makes me feel like I have a say. Overall, this is a great company to work for, managers are always checking in to see how things are going.”

The management team fostered a positive culture where people felt they could speak up and their voice would be heard. People, relatives and staff told us they felt confident to raise concerns with the registered manager and these would be listened to and acted upon. Staff felt their views and suggestions were actively taken on board. A staff member said, “Managers make it easier to communicate with managers so if I ever had concerns, I would feel happy to raise it with them.”

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who work for them. The provider and management team valued diversity and ensured they followed best practice guidance. A staff member said, “Working for Walfinch Newcastle East has been amazing. The way I have been supported with work and personal life has been exceptional.”

The management team had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support. The nominated individual owned and worked at the service, and they were constantly looking to see how and where improvements could be made. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

Staff clearly understood and carried out their duty to collaborate and work in partnership, and services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement. The management team routinely contacted relevant health and social care professionals both to ensure they could adapt the way care packages were delivered as people’s needs changed and to see if they could further enhance the support they provided. People reported they found the staff closely tailored their work to individual’s needs and had supported them to experience positive outcomes.

The provider and registered manager 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 encouraged creative ways of delivering equality of experience, outcome and quality of life for people. A staff member said, “Everyone has an equal input as to how or if we could make the care we provide even better than what it is, and our ideas are always listened to. We regularly reflect on how the service is working and where there might be room for improvement. I’ve found that when I offer suggestions, they’re taken seriously and often acted on.”