Alpenbest South

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 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.

People and their relatives told us there was a positive culture at the service and that the service was led effectively. One person who used the service told us, “I was a bit concerned when it was taken over but it hasn’t changed the nature of its care.” A relative commented, “I think overall yes, it is well managed; invoices are clear and prompt and communication lines are good.”

Staff spoke positively about the leadership and culture of the service. A member of staff said, “One of the reasons I like working here is because everyone is very caring, from the manager down.” Another member of staff said, “I don’t think I’ve come across any discrimination, but I know the managers won’t let that happen.” We saw there was a shared vision, and staff understood their responsibilities in line with the leadership team’s goals.

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 and their relatives told us the service was managed well by capable leaders, and they felt confident the management team would address concerns. One person told us, “I would definitely recommend them, it works really well and the carers are excellent.” A relative told us, “They are top class, we would like to thank them really and would absolutely recommend them.”

Staff told us the service was led by capable leaders, and they were supported to perform in their role. A member of staff commented, “The office will listen if we have a suggestion or someone’s needs change. I don’t ever feel ignored.” Another member of staff said, “They (the managers) are very knowledgeable and will always listen if you want to speak about something.”

The registered manager was open about the challenges they faced and listened to feedback we provided. They understood their legal responsibilities and addressed all minor areas, such as in relation to staff visit times monitoring, we identified prior to the completion of the assessment.

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

People, their relatives and staff told us they were able to speak up when they needed to and that the registered manager would listen to suggestions. A relative told us, “The manager is reliable and will always get back to me. They’re always communicating with me.” A member of staff told us, “I can say something if I feel something isn’t right. I know the managers will listen. They have in the past.”

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 had undertaken equality, diversity and inclusion training, and that they felt involved in the running of the service. They told us the environment was inclusive and fair, and understood their individual responsibilities. One member of staff told us, “I am happy and I’m happy with all the staff as well. I am treated [as] fairly as everyone else.” Another member of staff said, “We get a lot of support, and I feel I am involved.”

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.

People, their relatives and staff told us there was a clear governance structure which was effective in identifying and addressing shortfalls. A relative commented, “I know them and they listen to me. They come occasionally to check all is going well. The supervisor will ask for feedback as well when they come.” A member of staff told us, “It’s very organised because anything we need, we communicate and they will provide it. They provide all necessary [equipment] and respond to my concerns quickly.”

The registered manager completed regular audits of the service. This included audits in relation to care planning, wider branch audits and audits of daily notes. Where actions had been identified, these were completed or there were plans in place for completion. Where audits identified areas of improvement in relation to medicines records failing to update in a timely way due to connectivity issues, the registered manager told us they worked with the provider to resolve these.

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 well with partners in the local community, and staff had referred relevant information to the local authority and other partners. Staff had worked with local communities and partners to ensure people were able to continue with hobbies that they wished to participate in. This included local community hubs and places of worship.

Partners who worked with the service told us they felt staff collaborated with them to achieve positive outcomes for people. One partner told us, “They engage in regular partnership meetings, share performance data, and respond constructively to feedback. Their leadership team demonstrates commitment to continuous improvement and compliance with contractual and quality standards.”

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 looked at ways to continuously improve the service. This included sharing lessons across the wider organisation and working with external partners. The registered manager worked with external partners and engaged with wider learning opportunities such as in relation to falls management and using new systems to record care plans. One external partner told us about the impact staff had by working together with the partner organisation, “Overall, Alpenbest South has been a reliable partner in delivering… and their collaborative approach has contributed to positive experiences for people using the service.”