Alma Care Services 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

This is the first inspection for this newly registered service. This key question has been rated good. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care. The registered manager had delivered their initial vision of a person-centred homecare provider service to a small number of people who had used the service so far. Feedback was consistently positive. People and relatives described how impressed they were with the time taken to understand their needs, and all confirmed the provider had fulfilled the care packages they had agreed to. There was also agreement staff had been respectful, kind, and acted in line with the provider’s aims. The registered manager’s quality assurances systems had been effective to date. They were relatively straightforward given the service was small and had yet to fully explore electronic record keeping. The registered manager understood the service well and was well placed to introduced new systems and to continually improve the service as it grew. The registered manager was responsive to feedback and able to demonstrate where they had learned from previous incidents to improve systems, processes or training for staff. The culture was an open one in which people, relatives and staff could raise any issues, with the confidence they would be dealt with openly.

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 registered manager shared their vision of a service focussed on people’s needs with staff, who embraced it. One staff member said, “They do value person-centred care and I felt like I was making a real difference. The registered manager always went above and beyond to ensure that I felt comfortable within my job role.” Policies and procedures had regard to equality and human rights, equity of care experiences, diversity and inclusion and the needs of people and their relatives. The registered manager ensured people understood the service’s ethos when they considered using the service, and people we spoke with said they remained true to that ethos.

Staff told us the registered manager was integral to the culture, which was positive, supportive and person-centred. People’s needs and wishes were at the heart of care planning and delivery. One staff member said, “Alma Care services focus on delivering high-quality, person-centred care. This is embedded into the staff’s practice.” Relatives agreed with this comment. The registered manager led by example and was a supportive, dedicated and inclusive leader. They ensured policies supported safe care and also staff wellbeing. They worked with people and relatives with openness and integrity.

Staff were confident they could raise any issues with the registered manager. Their input was valued on a range of topics, not least people’s care. One staff member said, “The registered manager was always available. They showed an interest and were interested to know how I was feeling.” The provider had policies and systems in place, which supported people and staff to speak up if they needed. The registered manager was responsive to feedback about the freedom to speak up policy, which needed minor amendments.

The registered manager respected and valued diversity in their workforce. They made adjustments to support staff and involved them in driving a fair culture. Staff confirmed they were valued as part of a team. The provider recognised the importance of staff development and committed appropriate time and resource to training and shadowing. The registered manager recognised the strengths of staff and was keen to support them develop their careers.

The registered manager engaged with staff regularly to check systems were working properly and to see if improvements could be made. Staff felt involved, listened to and able to contribute ideas. The provider had in place clear quality assurance processes and responsibilities. The registered manager maintained oversight of all aspects of care planning and delivery. They reviewed staff practices, feedback from people, outcomes and documentation to ensure a high quality service continued to be provided. One relative said, “The registered manager was available all hours around the clock. When there was an issue, they took the time to contact me prior to me attending [person] to update me on the changes prior to my visit.” The registered manager recognised the need to delegate tasks appropriately and to upskill staff further in order to grow the service.

People and relatives were happy with the care received and how the service engaged with them and other health and social care partners when required. Staff worked well with others when required. They were open to advice and support. The registered manager sought and acted on information from a range of sources, for instance health and social care professionals who knew the background about a person. This helped ensure care packages were well informed and met people’s needs. Feedback from external professionals was limited given the service was small and had not had many interactions with some partners. No concerns were raised. Systems and processes were in place to enable the service to developed good links with others. The registered manager knew how and when to share information, and who with, in order for people to get the right care.

Staff were supported through a comprehensive induction and ongoing training. When staff experienced something new or unexpected the registered manager reflected on this with them and reviewed care plans and practices, to make improvements. The culture was an open one in which questions were asked and any errors were seen as an opportunity for further learning. The provider had systems which encouraged openness and learning. The quality assurance processes were clearly set out and adhered to by the registered manager. There had been no complaints or missed calls at the time of assessment. The registered manager engaged in the local registered manager forum to stay abreast of wider changes in the health and social care landscape.