Alcedo Care Leeds

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 that prioritised person-centred care, positive outcomes and continuous improvement. Staff understood the provider's expectations and were supported to deliver care in line with people's individual needs, preferences and goals. Meeting records demonstrated managers regularly reinforced expectations around safeguarding, accurate record keeping, incident reporting, quality assurance and delivering good outcomes for people. Positive feedback from people, relatives and external professionals was shared with staff to promote good practice and maintain a positive culture.

The provider had leaders who were visible, approachable and supportive. Although the service did not have a registered manager in post, there were arrangements in place to support the care manager to progress into the role and leadership oversight remained effective. Staff generally spoke positively about managers and told us they felt supported. Leaders maintained oversight of staff training, competencies, probation reviews, spot checks and supervision arrangements.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. The provider had systems in place to promote an open and honest culture where staff could raise concerns. Staff received whistleblowing training and meeting records showed managers regularly discussed speaking up arrangements and reminded staff of available reporting routes. The provider's “Speak Out” process was discussed during staff meetings and managers encouraged staff to raise concerns, safeguarding matters and incidents. Governance records showed concerns raised by staff, relatives and others were recorded, investigated and acted upon. Records included examples of whistleblowing, workforce concerns and conduct issues being addressed through supervision, training, monitoring and management action. Feedback provided during the assessment also confirmed staff knew about freedom to speak up initiatives and felt confident using them.

The provider had governance systems in place to monitor quality, safety and performance. A range of audits, quality assurance processes and governance reviews were completed to identify issues, monitor trends and drive improvement. Staff and people, and their relatives told us equality and inclusion was promoted. Staff were trained on the Human Rights Act and equality and diversion.

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. Managers completed a wide range of audits and monitoring tools to ensure care was consistently provided to a good standard. The provider had systems to learn from feedback, incidents, concerns and audits to improve care quality. Governance reviews analysed accidents, incidents, safeguarding concerns, complaints, compliments and medication events to identify patterns and learning opportunities. Records evidenced that lessons learned were shared with staff through meetings, audits, supervision and governance processes.

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 provider worked effectively with healthcare professionals, local authorities and other organisations to help ensure people received the support they needed. Governance records demonstrated appropriate escalation of concerns and close partnership working, particularly for people with complex needs. Where people experienced health concerns, falls, safeguarding issues, medication changes or deterioration in wellbeing, staff sought advice and support from relevant professionals and adjusted care accordingly. A continuous improvement plan was in place which monitored service performance and progress against identified actions. Leaders used key performance indicators, audits, dashboard monitoring and quality reviews to drive improvements and maintain oversight of service quality.

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 provider has worked hard to create a culture of good quality care consistently being provided at the service. Staff are encouraged to think and work innovatively with people and the provider to promote good quality experiences.