Tyne Grange

On this page

• Overview
• Person-centred Care
• Care provision, Integration and continuity
• Providing Information
• Listening to and involving people
• Equity in access
• Equity in experiences and outcomes
• Planning for the future

Responsive – this means we looked for evidence that the provider met people’s needs. At our last assessment we rated this key question good. At this assessment the rating has changed to outstanding. This meant services were tailored to meet the needs of individuals and delivered to ensure flexibility, choice and continuity of care.
 

This service scored 89 (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 demonstrated strong person-centred practice, consistently making sure people were at the centre of their care and treatment choices and they decided, in partnership with people, how to respond to any relevant changes in people’s needs. Staff demonstrated an in‑depth understanding of each person and ensured care decisions were shaped by how people wanted to live their lives. A person told us, “They [staff] treat me well, I think of them as friends and family I known them all so long.” A staff member said, “We are good at building care around the needs of service users to help them achieve their aspirations and goals.”
Care included highly individualised approaches, including bespoke communication rehabilitation for a person using translation services, staff who spoke their language and use of picture‑based communication tools. Another person benefited from a carefully matched keyworker based on age and interests, which had a positive impact on improving the person’s emotional regulation, therapeutic rapport and day‑to‑day engagement. A further person had a fully personalised recovery plan centred on their self‑identified goals of returning home and rebuilding their preferred routines. The provider had developed a tool called a ‘Performance Pentagon’ which helped ensure staff remained alert to changes in people’s needs and adapted care in real time. People told us they felt known “as individuals”, and their views shaped care planning and daily routines.
 

The provider understood the diverse health and care needs of people and their local communities, so care was joined-up, flexible and supported choice and continuity. Staff worked collaboratively with MDT colleagues and external partners. There was consistent information sharing that enabled smooth transitions between services. People told us staff communicated well with health professionals on their behalf.

The provider was highly effective at developing appropriate, accurate and up-to-date information in formats that were tailored to individual needs. People received clear, accessible and meaningful information that enabled them to understand their choices and take an active role in decisions about their care. Staff used a range of communication methods and adapted these sensitively to meet individual needs. A person living at Tyne Grange had bespoke access to information through translated materials, visual tools and staff skilled in delivering communication in a way that supported their health condition.
People were kept well informed about changes within the home, including catering, staffing and environmental improvements. The service user council and ambassador meetings provided meaningful opportunities for people to hear updates on health and safety, digital tools, activities, and organisational developments. People told us they felt included and confident that staff communicated openly and honestly with them.
 

The service demonstrated an embedded culture of listening, involvement and co‑production. People’s views were actively sought, taken seriously and used to drive improvements at every level of the organisation. A person said, “I have never needed to raise anything, but I would feel comfortable speaking with staff if I needed to.” People’s feedback directly shaped the transformation of the catering service, leading to recruitment changes, menu redesign and a return to fresh, in‑house meals. The service user council and ambassador feedback loops gave people safe, structured forums to raise issues about all aspects of the care provided. Leaders reviewed this feedback regularly and implemented meaningful changes. The ambassador feedback analysis informed wider organisational planning, including around staffing levels, transport solutions and community access. Digital inclusion projects such as using various interactive communication apps further expanded people’s ability to share their views. People told us they felt listened to and empowered.

The provider made sure that people could access the care, support and treatment they needed when they needed it. Staff recognised individual challenges linked to language, mobility, digital confidence, transport and cultural needs, and they took steps to address these. Staff were available at all times to support people if needed.

Staff and leaders were innovative in how they listened to information about people who are most likely to experience inequality in experience or outcomes. Staff and leaders actively used this information to provide exceptionally tailored care, support and treatment in response to this. People experienced consistently positive outcomes because staff actively monitored and responded to inequalities in their lived experience. This included many examples of staff supporting people to remove restrictions placed on them, to regain their mobility and to reduce their dependencies on various substances. A person said, “There is so much to do, I like to go outside and walk when the weather is nice. I like to play on the bubble game and sometimes I like to lay on the sofa and watch films. The best thing about living here is the amount of stuff you can do, there isn’t anything I would change.” Robust systems helped leaders identify emerging risks early and act quickly.

Staff worked to remove barriers that could disadvantage people, such as adapting communication, resolving catering issues for people with culturally familiar food needs, and addressing activity inequalities through rota redesign to ensure more equitable access to meaningful occupation. A staff member said, “Tyne Grange is not like a run of the mill care home. I feel service users get to live their independent life. There is a high staff ratio so they can do meaningful things in life.”

People with specific health conditions and communication needs were represented through structured communication channels, ensuring their experiences informed decision‑making. This included the service user forum and service user ambassador initiative.
 

People were supported to plan for important life changes, so they could have enough time to make informed decisions about their future, including at the end of their life. Planning was person‑led and aligned with people’s capabilities and aspirations. People had personalised care plans to help meet these goals.