Comfort Call-North Tyneside

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.

At our last assessment we rated this key question outstanding. At this assessment the
rating has changed to 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 79 (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 manager described the culture as fair, open, honest and explained how there was a team togetherness. We were told this was underpinned by a no blame culture where learning and continual improvement was a priority.
Managers were positive, supportive and responsive to the needs of people and their staff. Managers recognised the work of their team and empowered them to deliver best outcomes for people.
Staff were happy in their work. They described morale being very good, they were enthusiastic about their role and the care they delivered.
The management team were receptive throughout the visit and understood the importance of ensuring people received safe, personalised and compassionate care.
 

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 manager had been recognised by her peers for her positive leadership style.
Staff described the support they received from managers as, “amazing.” Staff used words such as accessible, approachable and how they had received personal and professional support from them.
Managers recognised the importance of collaborative working to support best outcomes for people. Healthcare professionals described the registered manager as “professional.” One healthcare partner told us the management team were, “Positive, engaged and receptive to feedback."
 

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.
There was an active staff forum, open mornings for ‘pop-ins’, staff surveys and regular team meetings. The team meeting was a lively forum where people could engage, speak up and share feedback about issues of concern or importance.
Staff stated they would have no hesitation in raising concerns about any aspect of the service, their role or the care of people if they were unhappy about something. Whistleblowing and speaking up guidance were available for staff to access on a handheld electronic device.
One staff member told us, “I am able to make suggestions, speak freely and when you come up with an idea, you get a thank you."
 

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture which had improved equality and equity for people who worked for them.
There was an inclusive and fair culture which recognised equality and equity for people who worked for them.
Managers invited staff to contribute to all aspects of the service and to improve workforce equality, diversity and inclusion. Staff were supported to complete training in key areas to reinforce good workforce standards.
Staff told us they felt part of a ‘fair’ culture and their work was valued. Managers made reasonable adjustments for staff with particular needs. The provider celebrated diversity within their workforce holding events which recognised differences, reinforced inclusivity, and individuality.
 

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.
There was a governance framework comprising live call monitoring, analysis of uncompleted tasks, an audit programme, customer voice, training and spot-checks. The provider was also subject to scrutiny and review by the quality team who attended to support the service. This ensured the provider was compliant with key regulations, and the quality of the service was monitored.
Feedback and actions generated from governance processes informed the registered manager of priority areas of focus for improvement and areas of good practice.
Staff were aware of their roles, responsibilities and systems of accountability.
The provider had plans in place to ensure business continuity in the event of an untoward event and the registered manager had an awareness of ‘Right Support, right care, right culture’ to support people with a learning disability or autistic people.
All information held by the provider was done so securely and in accordance with data protection legislation.
A healthcare professional told us, “There is evidence of effective oversight and any queries raised are addressed in a timely and professional manner."
 

The provider clearly understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They always shared information and learning with partners and collaborated for improvement.
There were well established and effective referral and escalation procedures to support continuity and a joined-up approach with services. Communications between services was effective and relevant information was shared in a timely manner to assist partners. This minimised unnecessary repetition for people who may move between services.
The provider actively engaged in joint training and learning events to share best practice to support people they cared for and supported. Health and social care professionals recognised the service as a reliable partner across their local communities.
A healthcare professional told us, “They make my job a lot easier as I know I can rely on them.”
In addition to the people they cared for and supported, the provider was aware of their role and responsibilities to their local community.
The provider was a supportive member of their community.
They worked with local foodbanks, raised funds to support local hospice services, held events for the community including coffee mornings where people, family members and staff could attend together, offered their training room to health and social care colleagues and supported local charity events.
The provider also held a store of care equipment such as continence products which were available to people who could either not afford or access the products they required at a time they needed them.
 

The provider had a strong focus on continuous learning, innovation and improvement across the organisation and local system. They always 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 took every opportunity to learn, improve and deliver better outcomes for people. This was apparent in the culture of the organisation and was a standing topic in all staff meetings.
Managers had developed a bespoke nutrition and hydration training package for staff and people to assist them with healthier food choices, meal preparation and presentation. The provider had reviewed safeguarding procedures following shared agency learning after an untoward event.
The provider was undertaking improvement projects to develop outcomes focused care packages and associated care plans for people. They were also working on promoting safe independence initiatives for people in the community.
Staff had used audio and video technology to support people with communication differences with very positive outcomes.
The service had good links with external healthcare specialists, and these could be developed further to share best practice and drive innovations to improve experience, outcomes and quality of life for people.