Alexander Court Nursing Home

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. This is the first overall rating of this newly registered service. At our last assessment we did not cover all parts of this key question. The service was previously in breach of the legal regulation in relation to the governance of the service. Improvements were found at this assessment and the service was no longer in breach of this regulation. At this assessment 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.

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. Staff said people were absolutely at the heart of the service. The management team's primary focus was to develop people's skills and confidence and provide them with the tools needed to live more independently. Staff said the provider worked hard to instil a culture of care in which staff truly valued and promoted people's individuality, protected their rights and enabled them to develop and flourish.

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 provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff told us they felt appreciated by the management team and they worked well as a team. Satisfaction surveys were undertaken annually for people who used the service, their relatives and relevant professionals. This ensured feedback was obtained to drive improvements. People and relatives told us they could speak to the registered manager if they had any concerns. Comments included, “Yes, I can go the registered manager about anything” and “The registered manager does a really good job and always responds straightaway.”

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 felt respected, supported, and valued. They said the service promoted equality and diversity in daily work and provided opportunities for development and career progression. They could raise any concerns without fear.

The service was previously in breach of the legal regulation in relation to the governance of the service. Improvements were found at this assessment and the service was no longer in breach of this regulation. The service had significantly improved since the previous assessment. 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. There was a registered manager who was supported by a team of staff. They had a good understanding of the requirements of their roles. They understood the current best practice in care and how to ensure information was accessible. They understood about people's rights and how to promote them while keeping people safe. The registered manager completed a daily walkaround of the home. We saw completed documents of these walkarounds which included checks on people's care, infection control, dining experience, colleagues, bedroom checks and feedback from people was also obtained. The provider audited the service regularly, to help share learning and ensure consistent high standards. They demonstrated they were committed to addressing any concerns or ideas to improve the quality of the service.

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 home had effective relationships with health and social care professionals and services.

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. Staff told us the provider encouraged them to be innovative and empowered them to access additional training and professional development.