Star Angel Care Limited

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 was the first assessment of this registered service under a new provider and therefore we assessed all quality statements from this key question. Based on the findings of this assessment, our rating for this key question is good. This meant the service was consistently managed and well-led.

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.

People and relatives were happy with the service. One relative said, “We have no complaints. I would give them distinction.”

The provider had a vision and culture strategy which identified the values of the service which was shared with staff. Staff said they felt supported by the registered manager. One staff member said, “Best thing is the way we get support from registered manager, and they listen to me, and they are easy to reach.”

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.

There was an organisational structure in place and staff understood their roles, responsibilities and contributions to the service. Throughout the assessment of the service, management and staff we spoke with acted with openness, integrity and transparency.

This service is required to have a registered manager. A registered manager is a person who has registered with the Care Quality Commission to manage the service. This means that they and the provider are legally responsible for how the service is run and for the quality and safety of the care provided. At the time of our inspection there was a registered manager in post.

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

People who used the service told us they felt they could raise issues with the provider and that they would be addressed. There were systems in place to support the practice of being able to speak up, including a complaints procedure and whistle blowing policy.

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 registered manager explained that they had staff from a range of cultural and religious backgrounds which helped meet the specific needs of people who were being supported. They matched a person with a staff member who shared a specific language or cultural needs which meant the person could feel more comfortable when receiving care.

The service had an equality and diversity policy.Staff told us they were respected.

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.

Robust quality assurance processes were in place to drive continuous improvement. These included regular audits of care plans, staff performance, training compliance, and adherence to policies and procedures. Feedback from people, families, and staff was systematically collected through surveys, reviews, and welfare visits. Management analysed this feedback to identify trends, inform action plans, and monitor outcomes.

Regular spot checks were completed to ensure people receive good care and staff wore the appropriate uniform and PPE. Staff told us they received regular spot checks to ensure they were attending on time and providing the correct care and support.

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 was open to working in partnership with others. The service was small and had begun operating from January 2022. This had limited some of the networking opportunities available.

A regular satisfaction survey was sent to staff, people and relatives to obtain their feedback about the service. Should it be required, there were systems in place to learn from and improve practices based on feedback received.

The registered manager told us how they worked with services including the local authority to stay informed of important developments and changes within the sector.

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.

Systems and processes supported ongoing learning and development, including regular training sessions, team meetings, and supervision for both staff and managers.Feedback from people, relatives, and staff was actively sought through surveys, with responses used to inform service development.

Policies and procedures were in place to guide staff and were regularly reviewed to ensure alignment with current legislation and best practice.