Angels Domiciliary Care Limited Also known as Angels South East London

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 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 82 (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. The provider held regular staff meetings to discuss all issues with the service. At the time of the inspection, the registered manager told us the service was due to receive NVQ funding, which would make it easier to invest in staff training. The registered manger said the support from their management team was constant and effective. Management and staff worked together to achieve improvement for the service and support provided to people. Staff and managers had a positive compassionate culture of listening to people, and people’s feedback confirmed this.

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 always did so with integrity, openness and honesty and feedback from staff confirmed this. The registered manager told us they felt supported by the higher management team, and they could be approached at any time. Feedback from people confirmed they felt both management and staff were capable and compassionate. The management team were approachable, and people were able to contact them when or if they needed to. At the time of the inspection, the registered manager had recently graduated with a bachelor’s degree in health and social care and led several presentations in the community to share learning and knowledge. The service had safe recruitment practices in place. Recruitment records were completed in line with CQC’s regulations. The service had experienced care staff on the recruitment panel to ensure the service was hiring the right people to provide care and support for people.

The provider fostered a positive culture where people and staff knew they could speak up and their voice would be heard. Staff told us they had the freedom to speak up about any aspects of the service and were encouraged by management to do so. A member of staff said, “We give feedback at any time, and the registered manager also gives us feedback, which is good as it helps us to be the best we can be.” Staff told us they believed lessons were learned from information they brought to the management team. They did not feel afraid of repercussions if they brought up something that could be seen as negative. Staff told us information about whistleblowing policy and external agencies to contact if something goes wrong is shared was shared with them, and they were reminded and encouraged to use these methods to report if something was going wrong if they needed to. The registered manager told us the service was due to roll out an online feedback service where both staff and people could provide feedback anonymously at any time. This information would be reviewed on a regular basis, and measures to address any concerns would be addressed. The service had a complaints and whistleblowing policy. Staff and people told us they knew how to raise a concern with the management team if they needed to. Staff told us they were aware they could go to the local authority or to CQC if they had concerns, they did not feel they could raise internally.

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 told us they were treated fairly and equally by the service, and they had no concerns about their own treatment or treatment of their colleagues. Staff told us the service allowed them flexible working. One member of staff said, “The registered manager will work around my family commitments. Things are taken into consideration which helps me to be able to continue working.” Another staff member said, “[Management] is very flexible and supportive. They always find someone to cover if I am unavailable, they are very supportive.” The provider had a strong bullying and harassment policy which the registered manager ensured was implemented. The registered manager told us about a complaint they had received about a member of staff and their conduct with people. The registered manager investigated and the staff member after discussions was removed from the staffing team. The person involved confirmed this had taken place and was happy with the steps the registered manager had taken to protect them.

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. The provider had systems to manage current and future performance with approaching and managing risks. The registered manger told us staff received regular supervision where all aspects of their job role from performance to own personal well-being were discussed. Staff who may have had performance concerns would receive increased and targeted supervisions to ensure support they gave to people continued to be good. Staff told us they appreciated the supervision sessions they had, and they were able to give as well as receive feedback from the registered manager about their performance or any concerns they might have. One staff member said, “We have regular supervision to check on any queries on our performance and how we are getting on with the [people] we support. Supervisions are very helpful” People told us the registered manager carried out unannounced spot checks for staff on care visits. The registered manager would notify people of these visits and seek consent from them ahead of arriving in their homes. The provider had a range of audit checks in place to safe and appropriate care was delivered to people continually.

The provider clearly understood and carried out their duty to collaborate and worked in partnership, and services worked seamlessly for people. They always shared information and learning with partners and collaborated for improvement. The registered manager collaborated with external stake holders such as Alzheimer’s society giving presentations on the management of finances in elderly care, lasting power of attorney, health and welfare and financial affairs. The registered manager also provided free information talks for the community with practical advice on recognising early signs of dementia, managing challenging behaviours and effective communication strategies. The provider worked in partnership with organisations to support care provision, service development and joined up care, such as providing training to carers from other organisations in skills such as gastronomical support. The registered manager worked with a variety of local services, charities and support networks such as NHS teams, Hesta Age well to provide training, presentations and mental health talks to external colleagues, relatives and people using Angels Domiciliary Care Agency and other care services.

The provider had a strong focus on continuous learning, innovation and improvement across the organisation and local system. They always 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 registered manager encourages feedback and the sharing of ideas on how to improve the service, and how to improve the training they received. They were always encouraged to give feedback at the end of any training session so the registered manager can gauge understanding and make improvements going forwards. The registered manager had had created strong external relationships with local community church groups giving lunch and teatime speeches to speaking to elderly community groups, and hosting coffee mornings which provide socialisation and information to people.The provider had a range of staff awards schemes to recognise and reward staff efforts that went above and beyond. They also had an Angel’s choice awards scheme in place, where the staff chose which colleague should be recognised and rewarded for efforts made.Relatives told us they were asked for their feedback on how the service was running and what steps they would take to improve it. People told us they were very happy with the service, and the care provided.