Hebburn Manor

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 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 service 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. New staff received support and training which helped them to demonstrate the provider’s values in their daily work with people. A relative told us, “Everyone is brilliant. It is 1 of the best homes, I am glad [Name] is here.”

The service 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 made several improvements to the running of the service. A relative told us, “It is a very helpful place, no improvements needed now, you can get involved if you want to. There are a number of things going on.” Staff members’ comments included, “The morale has improved, I love my job”, “The manager is open and approachable”, “The manager is fair but firm if needed” and “The manager is accessible and responds.”

The service fostered a positive culture where people felt they could speak up and their voice would be heard. People and relative’s comments included, “They (staff) tell you to complain if you have to. I would certainly make my views plain”, and “They (management) try hard, we were asked about the meals and the standards, after that there was a menu published. They are generally open about information.” A staff member told us, “We can share ideas, and we are asked for our views.”

The service valued diversity in their workforce. They work towards an inclusive and fair culture by improving equality and equity for people who work for them. Staff told us they were able to ask for reasonable adjustments to be made to their working patterns for specific needs, for example to incorporate family commitments.

Improvements had been made by the registered manager to ensure governance was more effective and robust, including the monitoring of the quality of service provision. The service 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. Regular audits and checks were carried out in the main areas of the service, such as, around care records, health and safety and staff practice. A staff member commented, “We have more time to spend with people.”

Staff at the service understood their duty to collaborate and work in partnership, so services work seamlessly for people. They share information and learning with partners and collaborate for improvement. All professionals fed back the service worked in partnership with them. A professional commented, “I have been going into Hebburn Manor for some years. I feel that the home currently is the best I have seen the home. The staff are always attentive to residents’ needs, welcoming to all visitors and always on hand to answer any questions. They have always assisted me as much as possible.”

The service 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 contribute to safe, effective practice and research. Staff and leaders had a good understanding of how to make improvement happen. Leaders encouraged staff to speak up with ideas for improvement. Processes to ensure that learning happens when things go wrong, and from examples of good practice were well-established. There was clear evidence of changes that had been made to the service to address checks and audits outcomes and people, relative and staff feedback. Improvements had been made since the last inspection and the service was no longer in breach of legal requirements.