Care Angels Homecare 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.

This is the first assessment 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.

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.

The registered manager told us about the direction and culture of the service. They told us they were focusing on the quality of care, aiming to put the ‘care back’ into caring and ensuring the person was at the centre of all of this.

There were processes in place to ensure the service promoted a positive culture for both staff and the people they supported. Staff confirmed they were aware of this vision.

Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.

People, relatives and staff spoke positively about the leaders and how the service was run. One relative said, “I am aware of who to call if I need to. The company is exceptional, if I could give them a rating it would be 5 stars [out of 5]”.

There were systems in place to ensure all staff including the registered manager understood their roles and responsibilities.

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

There was a whistleblowing policy in place and the service had created an environment where staff were able to speak up and raise concerns when needed. In the office we saw information signposting staff where to go for support and the processes to follow. Staff were aware of these procedures.

The provider valued diversity in their workforce.

There were procedures in place to consider staffs’ individual needs, this included considering staff’s diverse needs and treating all staff fairly and equitably. Staff felt they were treated in an inclusive way.

The provider had clear responsibilities, roles, systems of accountability and good governance.

The registered manager was aware of and understood their legal responsibilities around notifying CQC about any important events that had happened in the service.

There were systems in place that monitored the quality of the service, and the care people received. These included a monthly spot check in people’s homes that involved people, those important to them and staff. These checks covered audits of call times, medicines management, all records and the care they were receiving. These audits were effective in identifying areas of improvement and making changes where needed.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people.

There were systems in place to ensure the provider worked in partnership with other agencies. As part of this assessment, we asked the Local Authority for feedback, and we received no concerns.

The provider focused on continuous learning, innovation and improvement across the organisation and local system.

When incidents had occurred, the registered manager ensured lessons were learnt from this. The systems in place were effective to ensure improvements were identified and made when needed.