Thompson Amour Limited T/A Heritage Healthcare North Tyneside

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• 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 Registered Managers promoted a positive, person-centred culture based on dignity, independence, teamwork and high-quality care. This was reflected in practice, with staff demonstrating a shared commitment to delivering respectful and individualised support and working collaboratively to achieve good outcomes for people. Relatives also described the service as caring and well managed.

The Registered Managers told us, “Our culture is about treating people as individuals and ensuring staff feel supported to deliver the best care possible.”

Staff feedback reflected this culture in practice. One staff member said, “We all work with the same goal, which is to give the best care and treat people properly.”

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 Registered Managers were visible and actively involved in the day-to-day running of the service, providing support to staff and responding promptly to issues as they arose. Staff and relatives spoke positively about the accessibility and responsiveness of the management team.

The Registered Managers told us, “We are always hands-on and available to staff. We understand the challenges they face and support them through it.”

Staff described leadership as approachable and supportive. One staff member told us, “Managers are always there if we need them. They are approachable and supportive.” Another said, “They go above and beyond for staff and people.”

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

The Registered Managers promoted an open and transparent culture, where staff were encouraged to raise concerns and contribute to service improvements. Staff demonstrated confidence in speaking up and understood their responsibilities in maintaining people’s safety.

The Registered Managers told us, “We actively encourage staff to speak up. We make it clear that raising concerns is a professional responsibility and essential for keeping people safe.”

Staff feedback supported this approach. One staff member told us, “I feel confident speaking up about anything. Management always listen and act.” Another said, “We are encouraged to raise concerns and suggest improvements.”

Staff demonstrated a clear understanding of whistleblowing procedures, including how to escalate concerns internally and externally where required.

There were examples where staff had raised concerns which led to changes in care planning and service delivery, supporting continuous improvement.

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.

The Registered Managers promoted equality, diversity and inclusion within the workforce, ensuring staff were treated fairly and had access to equal opportunities for development. Policies and training supported staff understanding of inclusive practice, and staff reported feeling respected and valued.

The Registered Managers told us, “We are committed to treating all staff fairly and ensuring equal opportunities for development.”

Staff feedback reflected this approach. One staff member told us, “Everyone is treated fairly here and respected.” Another said, “It doesn’t matter who you are, you are treated as part of the team.”

Examples were provided of reasonable adjustments made to support staff, including changes to roles and duties to accommodate health needs.

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.

A range of audit systems were implemented to review key areas, including care planning, medication management, infection prevention and control, staff performance, and incidents and safeguarding.

The Registered Managers maintained oversight of these systems and told us, “We use audits and feedback to identify areas for improvement and make changes to the service.” This oversight was demonstrated in practice. For example, medication audits identified errors, which resulted in strengthened processes and additional staff training.

Staff supported these governance processes through accurate record keeping and the timely reporting of concerns. One staff member told us, “We record everything so management can see what is happening and act if 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.

There was evidence of strong multidisciplinary working, which supported positive outcomes for people. The Registered Managers told us, “We work closely with professionals to ensure coordinated care.”

This approach was demonstrated in practice. For example, where staff identified concerns about people’s health and made appropriate referrals, resulting in timely interventions and improved care planning.

Staff confirmed that communication with healthcare professionals was effective. One staff member said, “If there are any concerns, we contact the office and they involve the right professionals.”

Relatives also recognised this coordinated approach. One relative told us, “They always keep us informed and involve the doctors when needed.”

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. They actively contributed to safe, effective practice and research.

The service demonstrated a commitment to continuous learning and improvement, using a range of information sources to monitor performance and enhance care delivery. Systems were in place to review audits, incidents, safeguarding concerns, and feedback from staff and relatives, alongside franchise support and external guidance.

The Registered Managers told us, “We use every opportunity to learn and improve the way we deliver care.”

Staff confirmed they were encouraged to contribute to service development. One staff member told us, “We are encouraged to share ideas and make improvements.”