New Beginnings North East Ltd

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 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.

Management encouraged staff and relatives to share feedback and suggestions on how best to support people. Staff were supported to contribute ideas and promote an open, inclusive culture. They received training in equality, diversity and inclusion, helping them understand and respond to individual needs.

The provider had a strong understanding of people’s needs and the community they served. Staff spoke positively about their roles, felt proud of the impact they had, and said they were supported by the organisation to deliver high‑quality, person‑centred care, saying “It is a good company to work for.”

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.

Staff felt comfortable raising concerns in meetings and supervisions, and management encouraged them to share ideas to improve the service. Staff said their suggestions were listened to and that they could see changes being made as a result. They also reported feeling valued and recognised for their work, which helped staff feel confident when advocating for people and delivering high‑quality, person‑centred care.

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

Staff were clear about their responsibility to report poor practice and ensure people were treated safely and respectfully. The provider had effective systems to support staff to speak up, and all staff had completed safeguarding and whistleblowing training. They said they felt confident in the procedures and supported to advocate for high standards of care.

Management was accessible and receptive to feedback. Staff were encouraged to share their views openly in meetings or confidentially if preferred, and they reported feeling valued and recognised for their contributions. This promoted a transparent, supportive culture where concerns were acted on promptly.

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

Staff were supported fairly and there was a strong culture of inclusivity within the working environment. Staff said training was comprehensive and helped them understand how to support people with different backgrounds and needs. They also reported that their personal circumstances were acknowledged and accommodated when possible. This inclusive approach helped staff feel supported and valued.

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.

Managers and staff understood their responsibilities and worked well together as a team. Regular audits and spot checks identified issues, and action plans were updated with clear timescales. Internal recording systems enabled accurate data capture and prompt action when errors occurred. Governance processes used current information on risk, performance and outcomes, shared securely when appropriate, supporting safe and well‑managed care.

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.

Staff collaborated effectively with health and social care professionals, sought advice when needed and acted on recommendations. Records showed timely referrals and appropriate information‑sharing.

Management promoted strong partnership working and encouraged staff to engage in joint problem‑solving and maintain clear communication with external professionals. The service also supported involvement in community initiatives such as NGage helping strengthen local connections and improve outcomes for people.

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 effective systems to learn from incidents, accidents and safeguarding concerns. Reviews identified themes and trends, and actions were taken to improve practice. Staff training records were monitored to ensure staff remained competent and up to date.

There was a strong focus on continuous improvement, with person‑centred approaches evident throughout the service. Staff were supported through regular training, supervision and themed learning sessions. Lessons learned were shared across the team and used to enhance outcomes for people.