Walfinch Newcastle East

“Staff knew how to provide safe care. Staff understood people's needs and how to manage any presenting risks. Staff treated people with dignity and kindness. Staff worked with people to ensure they could still take everyday risks. The management team ensured the assessments were completed in a timely manner and were accurate. The care records clearly detailed people’s needs and were written in a person-centred manner. Staff managed medicines well.”

“The registered manager promoted a learning culture. Staff had access to an extensive range of training, which included mandatory training such as using the Mental Capacity Act 2005 and associated code of practice guidance, and condition specific training. Recruitment practices were meeting requirements and staff routinely received supervision sessions. There were enough staff to deliver the care packages, and systems were in place to ensure new care packages could be supported with adequate numbers of staff. The management team had understood how to manage recruitment strategies and employ staff for future work, so this did not impact on the existing service.”

“The management team worked with staff to encourage a shared vision, strategy and culture. The management team understood the diverse health and care needs of people and our local communities. They had commenced running Thrive Clubs, which was a free resource local people to use to enjoy a range of activities and socialize. People felt the management team and staff listened to them and acted on any concerns.”

“The management team operated an effective quality assurance system, which assisted them to closely monitor the service and ensure all aspects of the service met people’s needs. They encouraged people to share their views and always looked to see what improvements could be made. The management team were constantly looking to see where there were gaps in practice and addressed them. Staff were passionate about delivering person-centred care and support.”