Aldanat Care

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.

Relatives said staff maintained professional boundaries and respected people’s dignity, preferences and needs.

The registered manager said people’s personal goals and staff achievements were celebrated.

Records reviewed showed policies and procedures were in place to support effective communication in these key areas. Staff demonstrated an understanding of the procedures and described how they applied them in practice.

The provider celebrated diversity by marking religious festivals, sharing traditional foods and helping people learn about different customs and beliefs.

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.

The service was managed by a registered manager and two service managers who understood people’s assessed needs. For example, managers reviewed care plans and discussed changes in people’s needs with staff.

An on-call system enabled staff to access management support at night and weekends, such as when a person became unwell or a visit could not be completed as planned. Staff and relatives knew how to contact the management team to raise concerns or discuss changes in care, supporting continuity and timely oversight.

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

The service had systems in place to support people and relatives to share their views through a range of methods. The provider used this feedback to inform service improvements.

Staff understood the organisation’s whistleblowing policy and knew how to raise concerns. Staff told us they felt confident concerns would be taken seriously, and action would be taken to keep people safe. One staff member said, “I know how to whistle blow if I need to. I’m very confident the manager would take appropriate action to ensure people are safe.”

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 provider promoted equality, diversity and inclusion among staff through its policies and practices.

Staff told us they felt valued, supported and respected by the management team. One staff member said, “The service is well managed, and other staff are also very supportive.”

New staff completed an induction programme relevant to their roles.

The provider had clear roles, responsibilities and governance arrangements. For example, managers reviewed incidents, complaints, staffing and care outcomes at regular governance meetings. They used identified risks and trends to agree actions, allocate responsibility and monitor completion. Information was shared securely with relevant professionals where required.

The provider had systems to monitor quality and safety, manage risks and review performance. For example, audits of medicines, care records, incidents and missed or late visits enabled leaders to identify concerns, complete action plans and check improvements were sustained.

The provider audited care plans to check they reflected people’s current needs and preferences. For example, where a review identified a change in mobility, medicines or communication needs, the care plan and risk assessment were updated and staff were informed.

Leaders understood their regulatory responsibilities. For example, they maintained accurate records, submitted statutory notifications following relevant incidents and gave staff guidance through supervision, team meetings and policy updates.

The service did not always clearly record the actions taken to evidence improvements. The registered manager acknowledged this and took immediate action to address the concern.

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 with external professionals and agencies to coordinate people’s care and support. This helped people access the services they needed and supported continuity of care.

Feedback from a professional told as, Communication is generally good with the service managers and the senior management structure. I also do have confidence in the provider that they manage complex behaviour and difficult to place people who have had previous traumatic hospital admissions. They generally do not give up on people easily and try their best to work through difficult situations. There have been some past concerns and areas for improvement in relation to staff becoming complacent at times, which, on occasion, has led to safeguarding incidents”.

People and, where appropriate, their relatives were involved in reviews. Information was shared in a clear and accessible way, supporting partnership working and care that reflected people’s needs and preferences.

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.

People and their relatives, staff were sent surveys to complete, which helped to improve the service. One relative said, “We are sent surveys to complete which helps to share our views and make suggestions.”

The provider used governance systems to support learning and improvement. For example, managers reviewed incidents, complaints, safeguarding concerns and audit findings to identify themes, agree actions and monitor completion. Learning was shared with staff through meetings, supervision and policy updates to improve the quality and safety of care.

Staff at all levels were encouraged to think creatively, contribute ideas, and seek out opportunities for positive change. By promoting open dialogue and the sharing of best practices, the provider ensured that learning was embedded into daily routines and strategic planning. This commitment to ongoing development meant that the organisation remained responsive to peoples changing needs and their quality of life.