Alcedo Care Liverpool Region

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 leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture.

This is the first assessment for this service. This key question has been rated 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. The service had a clear vision and values that were understood by staff. People and families described a caring and respectful culture, and staff said they felt proud to work for the provider. One staff member said, “Every day is different, and I feel proud being part of a great team.” Feedback from people confirmed that staff were kind and compassionate.

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. Leadership was described as approachable and supportive. Staff said managers were easy to contact and available when needed. One staff member said, “The managers are great, easy to approach and always there when you need them.” People and families said they felt confident in the leadership. The manager had submitted their application to become registered with CQC and was actively involved in service oversight.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff felt confident to raise concerns and understood the whistleblowing policy. Spot checks and feedback confirmed that staff were aware of safeguarding procedures and escalation routes. The provider promoted an open and honest culture, and staff described feeling supported to report issues without fear.

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. The provider promoted equality and inclusion. Staff were supported with training and development, and feedback confirmed that individual needs were respected. For example, care plans included preferences for female carers and cultural considerations. Staff described a positive working environment, with one saying, “I’ve had training in complex care and feel well equipped to support people with different needs.”

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. Governance systems were in place and generally effective. Audits were completed regularly and identified areas for improvement, such as documentation gaps in electronic medication sheets and staff supervision records. These were flagged for follow-up. The training matrix showed over 95% compliance, and recruitment files included DBS checks and contracts. Some references were missing, which was raised with the provider, who took immediate action to rectify this. Incident records showed timely responses and learning from events.

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. Care plans included input from families, and feedback confirmed strong communication. Staff supported people to access the community, with care plans including outings and social activities. The provider maintained good relationships with healthcare teams and local services.

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. The provider demonstrated a commitment to learning and improvement. Training was regularly updated, and staff were supported to progress in their roles. One staff member said, “I started as a carer and now I’m a field care supervisor, the training helped me get here.” Audits identified areas for improvement, and actions were taken to address them. Feedback from people and families was used to shape service delivery, and care plans were regularly reviewed.