Albury House

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 inspection we rated this key question inadequate. 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 provider had a shared vision and culture. People and relatives told us there was a positive atmosphere at the home. A relative told us, “The atmosphere is friendly, it doesn’t matter which carer is there, she gets on fine with them all.”

The provider had inclusive leaders who understood the context in which they delivered care, and support and embodied the culture and values of their organisation.There were 2 registered managers to oversee quality and safety at the home. Staff, people and relatives told us the home was well managed and communication with management staff was good.

The provider fostered a positive culture where staff felt they could speak up and their voice would be heard.Staff raised no concerns about people’s care and told us they were confident that any concerns would be dealt with appropriately.

The provider valued their workforce. They worked towards an inclusive and fair culture by improving equality and equity for staff who worked for them. Staff gave positive feedback about working at the home. Most of the staff had been at the home for a long time and staff turnover was low.

The registered manager told us, “The staff get bonuses every few months and we have salary incentives such as double time for covering shifts. We'll buy meal vouchers or a gift, if it’s a staff member’s anniversary (or other special event). There is no written policy about this, but it’s good will on our part.”

An effective governance system was now in place which enabled the management and delivery of good quality care and support.

Checks were carried out to monitor the quality and safety of the service. People, relatives and staff told us the home was well managed, and communication was good. A relative said, “Communication is great. We liaise closely with [registered manager]. He always responds promptly when I send an email. I can contact them any time of day.”

The provider was meeting their legal responsibilities and submitting notifications to CQC about events at the home and displaying their CQC ratings on their website and within the home.

The provider understood their duty to collaborate and work in partnership with external agencies and health and social care professionals. Health professionals gave positive feedback about the staff and home. A health professional told us, “I find them very responsive and caring with their patients.”The registered manager told us, “We have a good relationship with the local churches, they come in every 4 to 6 weeks.”

The provider focused on learning and improvement. Action had been taken following our previous inspection to ensure they were compliant with the regulations.