Albany 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 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.

People, relatives and staff told us there was an open and positive culture at the service. Communication between people, relatives, staff and managers was open and effective. The registered manager told us the staff team worked well together and promoted the service’s values in their day-to-day work. One relative said, “The management team are so supportive and have done everything they can to help [relative].”

Staff told us they could make suggestions and felt listened to. The staff and management team worked closely together each day, recognising any challenges, to provide care that met people’s needs. Staff told us they felt valued; they were proud to work at the service and that they loved their jobs.

The provider had inclusive leaders who understood the service and the needs of people living at Albany House. Leaders had the skills, knowledge and experience to lead the service effectively. They were open, honest and worked with staff, people and other professionals to provide good quality, person-centred care.

The registered manager had been in post for several years and was very passionate and clear with how the service should operate and how effective communication was essential. The deputy manager supported the registered manager, and it was clear they had a close and effective working relationship. Records and feedback showed the leadership team were visible and involved in the day-to-day running of the service. Staff told us the registered manager and deputy manager were approachable, supportive and listened to them.

Staff received training, supervision and support to carry out their roles. They said they felt able to speak with management and raise any concerns. The staff team worked well together and shared information effectively. This helped staff provide consistent care that met people’s needs.

Feedback from people, relatives and staff was extremely positive about the leadership, communication and the culture in the home. A visiting social care professional told us, “Communication here is great. It is a 2-way process, and I never feel left out.”

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

The provider had whistleblowing and complaints procedures in place. These gave staff guidance about how to speak up or raise concerns. Staff knew who they could speak to and told us they would raise concerns if needed.

Staff could share their views through supervision, team meetings and day-to-day discussions with managers. As the registered manager was accessible daily any concerns raised were dealt with immediately. Records showed team meetings were used to discuss concerns, learning and changes to practice. Staff told us morale was particularly good and they felt valued and supported.

People and relatives were encouraged to give feedback or raise concerns. People told us staff listened to them. Relatives told us communication with managers and staff was good and any feedback or concerns would be acted upon. The provider had a complaints process in place. Records showed concerns were reviewed and learning was shared with staff.

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.

Records and feedback showed leaders promoted a respectful and inclusive culture. Staff told us they were treated fairly and did not experience discrimination at work. They said the registered manager was open and approachable, and they felt confident any concerns about fairness or equality would be listened to and acted on. Policies and processes were in place to support equality, diversity and human rights.

Staff told us morale was good and they felt valued and supported. This helped create a positive working culture where staff could provide person-centred care that respected people’s needs, choices and protected characteristics.

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.

There were systems in place to monitor the quality and safety of the service, including medicines, infection prevention and control, environmental safety, accidents and incidents. The registered manager and deputy manager reviewed records and used audits, feedback and learning from events to support ongoing improvement. Statutory and regulatory notifications were appropriately submitted.

Staff told us the service was well-led and communication from leaders was clear and effective. Staff spoke positively about the management team and working at the home. A visiting social care professional told us, “The manager is lovely and has a great attitude; very welcoming and accommodating.”

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 and relatives were involved in discussions about care and support where appropriate. Staff encouraged and supported people to maintain links with local community resources that reflected their choices and interests. The registered manager actively listened to staff views and used this feedback to help shape the service and its culture.

A social care professional told us staff and managers gave regular handovers and communicated well. They said the team worked well with partners to support people living at the home and they had no concerns about the service.

The management team focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcomes and quality of life for people. They actively contributed to safe and effective practice.

The registered manager had an ongoing action plan to support service improvement. This included improvements to the environment and the way the home was run.

The management team supported staff development by offering training in addition to mandatory courses. This included end of life care, professional boundaries and self-harm. Some staff were also working towards a Level 3 NVQ qualification. This helped staff develop their skills and knowledge so they could meet people’s needs and provide good quality care.