North of Tyne Supported Living

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

This is the first inspection for this newly registered service. This key question has been rated good. This meant the service was managed by leaders who created a culture aimed at promoting high-quality, person-centred care. The provider had a clear position around developing services which were person-centred and tailored to individual's needs. They encouraged a culture where people feel they could speak up, air their views and these would be heard. Staff felt empowered to speak up and felt their views were listened to. We received several comments from staff from 1 house about times where the atmosphere and culture had not always as positive as it could have been because of the attitude of a small number of staff. The provider discussed action being taken to work with staff within the house to ensure all followed expected practice and external professionals were noting improvements to the culture and operation of the home. The provider had reviewed the service and highlighted areas for improvement but although this had been highlighted to staff, sometimes they were slow to act. Our inspection identified some areas of lower quality care which included medicine administration practices in 1 house, some staff needed Makaton training and identified improvements to care records had not been addressed in a timely manner. The lack of stability of management had contributed to the timeliness of addressing matters. The provider’s board sent us information to demonstrate they were aware of the concerns, action plans were in place and improvements were being made. The provider’s quality team was working with locations to encourage continuous learning, innovation and improvement across the organisation. Staff we contacted were passionate about providing good care outcomes and took ownership for their practice. The provider understood their duty to collaborate and work in partnership, so they shared information and learning with partners.

This service scored 68 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The registered manager and staff shared vision, strategy and culture of putting people first. A staff member said, “Since the new management has taken over the service I feel the service has improved greatly and staff are feeling more at ease and confident in the work place.”

The provider had a clear position around developing services which were person-centred and tailored to each person's needs. The policies and procedures the provider had put in place were based on providing transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and local communities.

Staff told us the provider promoted a positive, person-centred culture. One staff member said, “Communication was not a strong point when I first started the role, however the staff have been brilliant and the communication is much better, this is the only concern I have had.”

There had been some instability in management arrangements since the service was registered. The new registered manager had been in post 3 months and was in the process of familiarising themselves with the service. They understood where gaps in practice had been and were addressing these issues.

Staff told us they felt confident to raise concerns with the provider and these would be listened to and acted upon. They felt their views were valued. A staff member said, “My views are always listened to within service, if we need to do an improvement my manager and the staff work as a team to improve these things.”

The provider had policies and systems in place, which aimed to foster a positive culture where people felt they could speak up and that their voice would be heard.

The provider discussed how they valued diversity in the workforce. They offered an inclusive and fair culture through improving equality and equity for people who worked for them. Staff confirmed they had a working environment which encouraged effective teamwork.

The provider valued diversity and followed best practices guidance. The provider was investing in staff development, which would provide a progressive and expert workforce. They systems in place were designed to value each staff member equally and recognised the expertise and experience they brought.

Staff told us they regularly reviewed the systems and processes to determine if improvements could be made.

There were arrangements in place to ensure data management systems were effective at maintaining the availability, integrity and confidentiality of data and records. Information was used to monitor and improve the quality of care. At times these had not been fully effective. The provider had critically reviewed the service and highlighted areas for improvement but at times staff were slow to put measures in place to resolve them. Conversely some gaps such as poor medicine administration practices in 1 supported living house had not been picked up fully in the audits. The lack of stability of management had contributed to the timeliness of addressing matter. The new registered manager was now fully aware of issues and actively ensuring improvements were made. Notifications were appropriately submitted to external organisations.

People appeared happy with the support they received. Relatives felt staff were competent and they contacted health professionals when this was needed.

Staff understood their duty to collaborate and work in partnership. Staff worked with external agencies and where appropriate shared information and learn with them.

External professionals told us the service had developed good links with them.

Systems and processes were in place to enable the service to develop good links with the local community and work in partnership with other agencies to improve people's opportunities and wellbeing. The provider put measures in place to ensure the service worked seamlessly for people. They had the means to share information and learning with partners and collaborate for improvement.

Staff told us that the provider focused on continuous learning, innovation and improvement. A staff member said, “Lots of improvements were made when the service manager first started within the service. I feel like all staff are involved within how the service works and if anyone has a concern or doesn’t understand something then our manger is there to support and help us understand.”

There was a process in place for staff to ensure continuous improvement through innovation and learning was achieved. Creative ways of delivering care were encouraged and these aimed to improve outcomes for people and ensure they experience a good quality of life.