Alternative Smart Solutions LTD

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. This is the first assessment for this newly registered 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.

Systems and processes were in place so there was a clear direction that ensured safety, quality and improvement. Relatives told us the provider was open and there was a positive culture in the care their loved ones received. One told us, “We were very impressed and interviewed a few agencies and they were clearly the best at demonstrating they cared.”

The provider had inclusive leadership 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.

The registered manager was passionate about the care that Alternative Smart Solutions Ltd provided. People and their relatives told us they had trust in the registered manager. The registered manager had good oversight of the care provided and reviewed practice and documentation regularly. This included the review of daily handover notes by staff and there were incidences where suggestions from staff about improving care led to changes in people’s care plans and risk assessments.

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

People, their relatives and staff gave examples of when they had spoken up and said they felt comfortable to do so, due to the open-door policy of the registered manager. The registered manager responded positively to people speaking up and action was seen to be taken as a result. The registered manager told us, “You are always learning in care.”

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

Staff told us they felt valued working at the service. When recruiting for staff the provider had used flyers and leaflets in the local community, so that a diverse population had access to employment opportunities with them.

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.

The registered manager provided direct support and carried out spot checks of staff support. Competency checks were carried out with staff. This meant there was oversight of care and consistency of delivery was maintained.

There were systems in place to review people’s care, and action was taken when the provider identified areas for improvement.

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

The registered manager and staff shared information with the professionals involved in the care of people. The registered manager used their own learning to promote good practice with staff.

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.

There were well developed systems and structures in place for lessons to be learnt. Feedback was regularly sought from people, their relatives and staff, and there was evidence that this was acted upon in terms of improvements in the care that people received.