Albert Road

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.

The last rating for this key question was requires improvement. At this assessment the rating has changed to 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.

There was a positive culture at the service. Staff understood and worked towards the provider’s values. People using the service, relatives and staff were happy with the service and felt it was well-led. A relative told us, “[The service] has an excellent culture, as staff see the manager doing such good work. Staff learn from [the manager].” Comments from staff included, “I am proud to work in this role and be part of the team” and “The team work together and the people we support receive structured, meaningful care every day.”

The service was led by inclusive and capable leaders. There was no registered manager at the time of the assessment. However, a manager had applied to be registered with CQC, and this application was being assessed. Each of the supported living settings was managed by a different individual. These scheme managers worked closely with each other to share their experiences and provide a consistent approach. Staff and relatives gave us positive feedback about the individual scheme managers. Their comments included, “[Manager] is very engaging and informs us what is going on”, “There is a strong team spirit and consistent leadership”, and “The manager provides clear guidance and is approachable.”

There was a clear senior management structure. Senior leaders carried out regular audits and checks of the service. There were opportunities for senior staff to undertake management qualifications.

The provider had systems to enable staff and others to speak up. Staff told us they felt confident concerns would be listened to. A staff member commented, “I feel able to speak up and this is encouraged.”

The provider supported workforce equity and inclusion. They supported staff to take time off if they needed. Comments from staff included, “My individual needs are recognised and supported”, “Everyone is treated equally and respected” and “I feel safe, valued and included.”

The provider had effective systems for monitoring and improving the quality of the service. These included a range of audits. Managers investigated and analysed adverse events so these could be learnt from. Information about when improvements were needed was shared with staff.

The provider had a range of policies and procedures. These reflected legislation and best practice guidance.

Staff worked in partnership with other professionals. They shared information and external partners told us the staff were proactive and helpful. A professional commented, “I have found communication with the team to be consistent, clear, and responsive. They provide regular monthly feedback and are proactive in seeking my input regarding people’s progress.”

Staff also worked with local community groups to help people be part of the local community and to access services.

The provider supported staff to undertake a wide range of training and to access information about best practice. The organisation held award ceremonies for staff, supported staff to take part in team building days and had undertaken work to improve communication between different staff teams within the organisation.