Allura Care Ltd

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 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.

The provider was previously in breach of a legal regulation relating to good governance. At this assessment, we found enough improvement had been made and the provider was no longer breaching this regulation.

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 and person-centred culture at the service. Staff understood the provider’s aims and values. People using the service, their relatives and staff felt the agency was well-run and told us they would recommend the agency to others. The registered manager had developed a ‘good practice’ checklist which set out best practice guidance for staff about how to care for people. A relative told us, “From my experience, this is a good agency. They do everything well. They are reliable and well organised.” A staff member commented, “It is a very good agency and I like to work for them.”

There were capable, compassionate and inclusive leaders. The registered manager was also a director of the company. They were experienced in providing care and had undertaken qualifications about care management. They kept themselves updated with best practice. There were suitable policies which included reference to legislation. These were regularly reviewed and updated. People using the service, their relatives and staff felt the service was well managed. Their comments included, “The management of this company are amazing” and “The manager is always helpful and accommodating.”

There were systems to enable staff and others to speak up when they felt something was wrong. Staff told us they knew what to do if they had concerns. They explained they felt confident speaking up. The registered manager was open, honest and transparent. When something went wrong, the registered manager apologised to people and explained the actions they were taking to prevent this happening again.

There were policies and procedures to support workforce equality, diversity and inclusion. Staff told us their individual needs and diversity needs were respected. The registered manager supported staff with flexible working arrangements.

There were effective systems for monitoring and improving quality at the service. The management team conducted audits. They discussed and made improvements when they identified these were needed. Managers carried out spot checks on staff and regular supervision. Managers asked people and their relatives for their feedback. They involved people in reviews of their care. Records were well organised, clear and well maintained.

The provider worked in partnership with others. The registered manager explained they had links with other care agencies and the local authority. They worked closely with them to share ideas and learning. Staff liaised with other care professionals to help make sure people’s individual needs were met.

The provider has systems for learning and making improvements. Staff undertook a range or training. There were regular team meetings. The registered manager discussed the service at these including when changes were needed. The provider had made improvements following our last assessment of the service. These included improving information for staff and systems. We saw the provider had responded to findings of their own audits by developing new guidance for staff when they identified gaps in knowledge.