Thompson Amour Limited T/A Heritage Healthcare North Tyneside

On this page

• Overview
• Assessing needs
• Delivering evidence-based care and treatment
• How staff, teams and services work together
• Supporting people to live healthier lives
• Monitoring and improving outcomes
• Consent to care and treatment

Effective – this means we looked for evidence that people’s care, treatment and support achieved good outcomes and promoted a good quality of life, based on best available evidence.

This is the first assessment for this newly registered service. This key question has been rated Good. This meant people’s outcomes were consistently good, and people’s feedback confirmed this.

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 made sure people’s care and treatment was effective by assessing and reviewing their health, care, wellbeing and communication needs with them.

Comprehensive assessments were completed prior to care delivery, covering medical needs, mobility, communication, nutrition and personal preferences. Managers confirmed assessments were completed in people’s homes, involving families and focusing on the person.

Care plans reflected individual histories, preferences and current needs. Staff told us they used these to deliver care effectively, with one stating, “We read care plans before we start and they give us everything we need to know.”

Changes in needs were communicated promptly through systems and management updates, ensuring care remained responsive. One staff member said, “If anything changes, we are updated straight away.”

Relatives felt confident in the assessment process. One told us, “They really took their time to understand my mam.”

The provider planned and delivered people’s care and treatment with them, including what was important and mattered to them. They did this in line with legislation and current evidence-based good practice and standards.

Staff demonstrated knowledge of recognised tools. They described how they monitored changes and escalated concerns promptly. One staff member said, “We use Malnutrition Universal Screening Tool (MUST) scores to monitor people’s nutrition. If we notice weight loss or poor intake, we report it.” Another added, “We check areas at risk and report anything early.”

Managers confirmed that staff were supported to monitor health outcomes and escalate concerns appropriately. Care records showed consistent monitoring of food and fluid intake, weight, skin condition and general wellbeing.

Staff worked proactively with healthcare professionals. For example, concerns about a decline in a person’s condition led to a specialist assessment, changes to treatment and improved wellbeing.

Relatives confirmed this approach, with one stating, “They notice changes straight away and let us know.”

The provider worked well across teams and services to support people. They made sure people only needed to tell their story once by sharing their assessment of needs when people moved between different services.

There were clear and consistent communication systems in place to ensure information about people’s care was shared appropriately across the team. Staff told us they used care records, handovers and direct communication with management to remain informed about any changes in people’s needs.

Staff spoke positively about teamwork and communication. One staff member told us, “Communication is good. If anything changes, we are told straight away.”

Registered Managers described strong partnership working with a range of external professionals, including GPs, nurses, therapists and social services, to ensure people received appropriate and timely support.

We saw evidence of this collaborative approach in practice. Staff supported people to attend GP appointments, shared concerns with specialist teams and worked closely with families and professionals to coordinate care.

The provider supported people to manage their health and wellbeing to maximise their independence, choice and control. Staff supported people to live healthier lives and where possible, reduce their future needs for care and support.

Staff described how they promoted independence and healthy living in everyday practice. One staff member told us, “We encourage people to do as much as they can themselves and support them to eat and drink well.” Another staff member explained, “We always offer drinks, encourage meals and monitor how much people are eating.”

Relatives confirmed that staff supported health needs. One relative said, “They always make sure she has had something to eat and drink and keep an eye on her.”

The provider routinely monitored people’s care and treatment to continuously improve it. They ensured that outcomes were positive and consistent, and that they met both clinical expectations and the expectations of people themselves.

The provider had a clear and structured processes for monitoring and improving outcomes, with staff recording detailed daily notes covering food and fluid intake, mood and mobility.

The provider told people about their rights around consent and respected these when delivering person-centred care and treatment.

We found that people were supported to make decisions and give consent in line with the Mental Capacity Act 2005. Staff demonstrated a clear understanding of consent and capacity. One staff member told us, “I always explain what I am doing and ask for consent before providing care.” Another staff member explained, “Just because someone has a condition doesn’t mean they lack capacity. We always support them to make their own decisions first.”

People we spoke with told us staff asked before supporting them.