Alexander House Care Home

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. The culture in the home was open and transparent. The managers wanted to provide outstanding care. Most staff shared the values of the organisation. Staff said they felt well supported in their role and the managers were very approachable. Feedback from people and relatives was very positive about the home and how it was managed.

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. The manager was new in post; they had been promoted by the senior managers. The new manager had the skills and experience to manage the home. We received positive feedback from everyone we spoke with about how well the home was managed. One relative said, “[Management] are very impressive.It’s [relatives bedroom] like a room in a hotel.” Another relative said, “The reception staff have been great, communication has been good. Very accommodating to us as visitors, they make us feel at home. We get offered food and drink.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Effective systems were in place to enable people and staff to speak up. A whistle blowing process was in place. The management team encouraged the team to raise concerns without fear of repercussions. Safeguarding concerns were raised with agencies such as the local authority and the Care Quality Commission, when required.

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 told us they were treated well and fairly. Reasonable adjustments were made if required, for example, by offering staff flexible working patterns. Staff had access to training and development which would support them in their role and their future careers if needed.

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. Quality assurance systems were in place to check the quality of care. For example, accidents and incidents were analysed to look for trends and ways to improve the service. Health and safety audits were regularly carried out, and any concerns were picked up quickly. The provider routinely submitted statutory notifications to the Care Quality Commissionfollowing incidents, accidents or safeguarding concerns, in a timely manner.

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. The home has an activity program which includes outings and indoor activities. People and relatives told us they had lots of things to do which kept people stimulated. The provider had links within the local community such as the local primary school. The provider works well with a range of health care professionals for example, the mental health teams and the speech and language teams. The management team recognise the importance of collaboration with others in the health and social care sector.

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. The home had a clear learning culture. Outcomes were measured and made a difference to people’s lives. We saw several examples of how people had progressed along their care journey. The management team strived to make improvements in all aspects of the home, to ensure people’s expectations were exceeded. There was a clear service improvement plan in place with clear oversight of senior management.