Teasdale Healthcare 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.

At our last assessment we rated this key question requires improvement. 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 71 (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 created a culture that was open and positive and promoted open communication with people, relatives and staff.

People and relatives felt staff were caring and treated them in a dignified and respectful way.

One person told us, “They [Staff] treat me with dignity, they chat with me. They are a good company.” Another person said, “You can trust them when they come into your home, they give me good care, they look after me.” A relative told us, “[Person] is happy, confident and content with the care [person] receives. I meet with the carers regularly and are impressed with how they make [person] [feel] relaxed, how they laugh and joke with [person]."

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.

Leaders ensured people with learning disabilities and autistic people were supported in line with the principles of Right Support, Right Care, Right Culture by ensuring staff received relevant training and ensured people received person-centred, safe, and respectful care.

People and relatives told us they felt involved in their care and had regular reviews as well as surveys to provide their feedback. People and relatives felt confident the provider would address any issues raised.

We saw evidence of reviews being completed regularly and where issues had been raised these had been resolved satisfactorily.

Staff told us they were made aware of any changes in people’s care and knew how to support people with their needs.

People, relatives and staff knew who the registered manager was and who to speak to should they wish to raise any concerns. One person told us, “I know the managers, they are friendly and approachable; they can’t do enough."

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

People and relatives felt able to raise concerns and that these would be listened to and acted on.

Overall, staff felt the registered manager was approachable and fair and they would be listened to and supported by them. Staff told us they felt able to raise concerns with management who would be supportive.

We had sight of the provider’s policies to support staff in raising their concerns, such as the whistleblowing policy.

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.

We saw staff had completed health questionnaires. The provider told us where staff disclosed health conditions, appropriate adjustments were made in line with their needs. Staff we spoke with were able to clearly describe their roles and responsibilities, which confirmed the information shared by the provider.

Overall, staff told us they felt supported and listened to by management, and happy to work for the service. One staff member told us, “It is a good place to work, that's why I have been here for so long.” Another staff member told us, “They [Management] listen to me when I complain and need something."

The provider had clear responsibilities, roles and systems of accountability and governance, which generally supported the delivery of good quality care, treatment and support. However, some systems were not sufficiently robust to ensure consistent oversight and sustainability. While the provider used information about risk, performance and outcomes to manage the service and shared this appropriately when required, improvements were needed to strengthen systems to ensure any errors could swiftly be identified and rectified.

We found the provider had not always sent us notifications as required. Providers must notify CQC of all incidents that affect the health, safety and welfare of people who use services so that CQC can take follow-up action if needed. However, during the inspection, the registered manager identified this was due to an unintentional administrative error and swiftly corrected the error. Despite this, the registered manager was taking appropriate actions to maintain people’s safety, for example, making safeguarding referrals to the local authority.

The provider’s auditing systems had not always supported the provider in the identification of inconsistencies in care and medicines documentation; however, no one had come to harm as a result as staff knew people and their needs well. The registered manager told us they were in the process of rectifying any discrepancies through completing reviews.

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 registered manager described their positive working collaboration with the local authority and health partners to achieve better outcomes for the people they supported.

People and relatives told us staff communicated with them and shared relevant information with them, as well as contacting relevant health professionals if needed. One relative told us, “The carers contact me if they have any concerns about [person’s] safety.”

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 registered manager told us about their involvement in various pilots with health and local authority social care departments to support with the shaping of future care and support for people.

The provider had recently implemented a new electronic care recording system to ensure more consistent and detailed recording of people’s care delivery, reduce the risk of errors and enable better management oversight of care delivery and staff practice. People told us they were able to access their own care documentation and notes via a portal, which provided reassurances. One relative told us, “I can log into the app at work and check to see if [person] is okay.”