Pacific and Gold Healthcare Teeside

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 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 had a clear vision and values focused on supporting people to live their lives with dignity and promoting independence and community involvement. People, relatives and staff gave positive feedback about the culture of the service. A staff member said, “Pacific and Gold service is responsive to the changing needs of individuals, ensuring care is tailored appropriately and feedback from service users, relatives, and staff is valued and acted upon swiftly. They are an extremely well run and professional care provider.”

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. People, relatives and staff gave positive feedback about the management of the service. A relative said, “The manager is 100% approachable, [family member] likes her.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff knew about the whistle blowing procedure and were confident to raise concerns if required. A staff member said, “I feel comfortable approaching the registered manager with concerns and believe they would be addressed appropriately.”

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. Staff felt valued and empowered working for the provider. A staff member said, “I have had a very positive experience working with the company and genuinely enjoy my role. I feel supported, respected, and valued as a member of staff.”

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 a structured approach to quality assurance which included a range of audits and spot checks. These were effective in identifying areas for improvement and learning to help keep people safe. The provider’s business continuity plan provided information about how to respond to emergencies.

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 in partnership with key organisations, such as the local authority, to support service development for the benefit of people using the service.

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. The provider sought the views of people, relatives, staff and stakeholders to identify opportunities for learning and improving the service. This included adjustments to people’s daily care, improving communication and staff wellbeing initiatives.