Albury Care Limited

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 good. At this assessment the rating has remained 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, 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.

Without exception staff all said they enjoyed working for this service and understood the standard expected of them. One member of staff told us, “I enjoy my work because I am able to make a positive difference to people’s lives and help them remain safe, comfortable, and independent in their own homes.”

There were regular staff meetings which meant information could be shared, discussed and checked for understanding.

Leaders carried out unannounced spot checks on staff in people’s homes. This enabled leaders to observe staff were working to the expected standards and values. Leaders could check with people they were happy with the care being provided.

The provider 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.

There was an experienced registered manager in post who demonstrated a very detailed knowledge and understanding of people’s needs. They had knowledge of all aspects of the service and supported the office team and care staff to deliver high quality person-centred care. Leaders were realistic about the amount of care visits and packages the service could provide which meant people had a consistently good service with no missed visits. The registered manager said, one of the key success points for the service was to deliver really well on all care packages and not make promises they could not fulfil.

Staff said they were consistently well supported and felt able to visit the office at any time or approach the registered manager with any concern. Feedback about the management of the service from people, relatives, professionals and staff was extremely positive. Comments from staff included, “As colleagues we collaborate very well and work together with our management team, the culture is inclusive and supportive.The management team is very supportive and approachable if you are in need of anything” and “I find [registered manager] very approachable and supportive. They model inclusive behaviour and treats everyone with respect and fairness. I receive support in a compassionate way, [registered manager] is understanding and takes time to listen.”

Any concerns were dealt with very promptly and professionally which fostered an open and transparent culture. Staff said they could raise any concern and be assured information would be treated with confidence and appropriately. One member of staff said, “The [registered] manager is a good listener and ensures staff feel valued and supported. When challenges arise, they are dealt with in a compassionate and professional way. This makes me feel confident and valued.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

Staff were provided with training on speaking up and knew what to do if they had any concerns. Staff said they would initially raise concerns internally, but they knew where to go if they wanted to share anything outside of the service. One member of staff told us, “I am able to speak about anything at work without hesitating and I feel my voice is heard.”

The registered manager understood their responsibility under duty of candour. A letter of apology had been sent to people and their relatives when things had gone wrong.

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who worked for them.

Staff had training on equality and diversity which was regularly refreshed. The registered manager told us all staff from all backgrounds and nationalities were welcomed at the service and equal opportunities applied to all. Staff confirmed there was no discrimination and everyone was welcomed and included. Comments from staff included, “I feel the workplace is inclusive, all staff are treated fairly, equally and with respect” and “I feel the workplace is inclusive and promotes equality, diversity and respect for everyone. Staff are treated fairly regardless of their background and there are equal opportunities for development and progression. I feel respected, valued and included as part of the team.”

The provider 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.

Systems were effective in assessing and monitoring quality and safety. There were many different quality checks being completed by different staff which reduced the risk of complacency. For example, all of the office staff completed audits on medicines, care plans and daily notes. The registered manager analysed incidents and feedback to monitor quality and safety.

Statutory notifications were submitted to CQC appropriately. The service had a business continuity plan which outlined actions to be taken in the event of any failures or events such as power outages or transport issues.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement.

People’s health needs were being met as staff liaised with a range of stakeholders. Staff collaborated with professionals from health and social care agencies. One relative said, “[Registered manager] is very good at liaising with the GP. We work together in a collaborative way. The service is very rooted in the local community and there are good avenues of communication.”

Healthcare professionals shared positive feedback about working in partnership with the service. One professional told us, “I have consistently found them to be highly professional and always with the client’s best interests at the centre of their care.”

The provider 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 contributed to safe, effective practice and research.

Leaders encouraged staff to share ideas for improvement. There was a partnership approach to reviewing how things were done and continually developing to provide a very good service.