Alexandra Court Residential 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.

At our last assessment we rated this key question Good. At this assessment the rating has remained Good

This service scored 82 (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 very clear shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and an

exceptional understanding of the challenges and the needs of people and their communities.

There was a positive, person-centred culture that promoted respect, inclusion and recognition of people as individuals. Staff demonstrated a clear understanding of their roles and responsibilities and were committed to delivering care that upheld people's dignity, independence and wellbeing. The registered manager and staff worked collaboratively with people and their relatives to create a warm, supportive environment with a strong sense of community. Feedback from staff reflected this culture. One staff member said, “The best thing about here is the atmosphere, it’s lovely. This is peoples’ homes and we are one big family.”

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.

People spoke positively about the registered manager and the way the service was run, describing them as approachable, supportive and caring. Feedback from people reflected confidence in the leadership of the home. One person told us, “[Registered manager] I know the manager well and I speak with her when I need to.” Another person said, “[Registered manager] does [their] best to see that we are happy with everything.”

Staff also spoke positively about the registered manager and felt well supported. One staff member told us, “[They are] really good. [They] make sure you’re okay. [They] will take you aside and ask how you are.”

The service promoted an open and supportive culture. One member of staff had received specialist training in mental health and there was a confidential process in place for people and staff to raise concerns and discuss any difficulties they may be experiencing. This helped ensure concerns could be identified and addressed appropriately.

Feedback from people and staff demonstrated the registered manager was visible within the service, approachable, and fostered positive relationships with people, relatives and staff.

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

Staff told us they felt listened to and supported. Staff demonstrated a good understanding of how to raise concerns and were aware of the whistleblowing procedures and their right to speak up if they identified poor practice or issues that could affect people's safety and wellbeing.

The service had an up-to-date whistleblowing policy and procedure in place. Staff were able to explain the actions they would take to escalate concerns when necessary. One staff member told us, “Managers are supportive and reassure staff if you have a concern.” A person also commented positively on the management team, saying, “I feel very happy with the management team and would not hesitate to go to them if I needed to.”

Leaders responded appropriately to concerns and feedback raised by staff, helping to promote a culture of openness, transparency and trust. This supported people and staff to feel confident in raising concerns and contributed to the continuous improvement of the service.

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 service had an up-to-date equality, diversity and inclusion policy in place, and staff received relevant training to support inclusive practice. The staff team was diverse, and there was no evidence of bullying, discrimination or exclusionary behaviour within the service.

Staff told us they felt valued, respected and treated fairly by both their colleagues and the management team. One staff member said, “I have no concerns in this area, and I am treated fairly and with respect.” This feedback demonstrated that leaders promoted an inclusive workplace culture where staff felt supported, respected and able to be themselves.

Within the service one member of staff took the role of Menopause lead which supported other staff members experiencing changes with their own health and well being.

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.

A comprehensive range of audits and quality assurance processes were in place to monitor the quality and safety of the service. The registered manager maintained effective oversight of the home, supported by a management team that worked collaboratively to identify areas for improvement and drive positive outcomes. Regular meetings were held to review performance, discuss actions, and ensure continuous improvement.

An annual mock inspection was undertaken by an external professional, providing an independent assessment of the service and supporting the registered manager in maintaining effective oversight of care provision within the home. The registered manager demonstrated a clear understanding of their responsibilities under the Duty of Candour, which requires providers to be open, honest, and transparent when things go wrong.

Throughout our assessment, the management team showed a culture of openness and transparency. Where issues were identified, they responded promptly and took appropriate action to address concerns and implement improvements.

The provider clearly understood and carried out their duty to collaborate and worked in partnership, and services worked seamlessly for people. They always shared information and learning with partners and collaborated for improvement.

Staff supported people to access a range of healthcare services and maintain effective relationships with relevant health professionals, ensuring their health and wellbeing needs were identified and responded to promptly. The service placed a strong emphasis on community engagement and reducing social isolation. Positive links had been established with local schools, churches, and community organisations, creating meaningful opportunities for people to participate in community life. Staff actively supported individuals to build and maintain community connections, promoting inclusion, independence, and a sense of belonging. The activity lead facilitated and promoted very good levels of engagement. People participated in discussions about York, supported by videos of local landmarks, a quiz, and a singalong. Staff provided encouragement to ensure everyone felt included and able to participate. A walking and wheelchair assistance club was introduced to support people to remain active and access the local community. One-to-one activities for those who preferred individual support were in place. People were regularly supported on personalised outings, including shopping trips, visits to parks, and pub lunches. This approach also strengthened relationships between the home and the wider community, helping people remain connected to local networks and activities.

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 management team demonstrated a proactive approach to improving people’s experiences, safety and wellbeing. Feedback from people, relatives and staff was consistently used to make meaningful changes within the home, Such as social activities and choices of trips out and meal choices. This was evidenced by minutes of meetings and action plans.

The culture within the home promoted continuous reflection and improvement, with leaders and staff working proactively to identify opportunities to enhance people’s experiences, safety and independence. The registered manager met regularly with the activity lead and people and their relatives to identify new activities that could be introduced to improve peoples’ lives and wellbeing.

The registered manager and staff were open and honest and demonstrated a genuine commitment to continuous improvement. The registered manager welcomed feedback to improve people’s outcomes and the quality of service provided.