Anglebury Court

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 71 (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 manager had worked hard to improve the culture in the service. This was achieved by promoting a shared vision across the staff team and leading with openness and honesty. Staff told us they shared the manager’s passion to continually improve how people received their support. A relative told us the culture had changed recently ‘for the better’.

The management team shared a strong value base and was committed to ensuring each person received a good standard of support.

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 manager understood their responsibilities under the duty of candour, however we found one incident had not been reported to CQC or the local authority. The manager told us they would ensure this was completed and was an oversight.

There was a strong culture of promoting people’s rights, and ensuring the person was at the centre of their support. This was regularly discussed during staff meetings and supervision sessions. Staff confirmed there was an open, supportive culture and enjoyed working for the company.

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

There was a clear culture based on openness and transparency. People told us they felt able to speak up to the service if needed.

Staff knew how to raise concerns, including how to ‘whistleblow’ if needed and how to access support. Whistleblowing is the act of reporting wrongdoing, misconduct, or illegal activities within an organisation.

There were clear procedures for regular contact with staff and the management team.

A member of staff told us, “I feel supported to share feedback and I feel listened to. When I have raised issues, they have been taken seriously, and action has been taken where needed.” Another said they were, “Not scared to speak up and inform.” Another said “I feel free and comfortable to share feedback or concerns with all the members of team.“

People told us they would have no hesitation in raising a concern if needed. They said they would tell a member of staff or ring the office to speak to a member of the team. People were confident they would be listened to, and their concern would be satisfactorily resolved. As a result of feedback in 2025 from ‘customer’ and staff surveys, the provider developed a 'You said we did' pledge of what Anglebury Court continues to do well and ways in which to improve.

The provider had policies and procedures in place which guided people how to make a complaint. These documents were available in a range of formats so everyone could access them. Records showed complaints were dealt in line with the policy and compliments were shared with the staff team.

Policies and procedures were also in place to guide staff about speaking out and raising issues or concerns and staff told us they were aware of those policies. Staff told us they felt listened to when raising concerns to the service’s management team.

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 provider encouraged an open-door policy, allowing staff to raise concerns or suggestions comfortably. Staff told us they were confident raising concerns, however they had not always been informed of any the action taken, as a result, and due to recent changes in staffing, moral was described as being ‘low’. The provider arranged to meet with all staff to reiterate the avenues available for staff in order to ‘speak up’.

Staff told us they felt valued and respected by both the provider and the manager, they felt supported to give feedback and were treated equally, free from bullying or harassment. Staff told us, “I have recently had a catch up with my line manager about long day shifts as I am struggling with these. My shifts are now being reviewed”.

The provider had a policy in place to ensure staff were treated fairly and had equal opportunities to learn and develop their roles within the organisation. There were fair recruitment processes in place, which helped to protect the rights of staff under the Equality Act. We observed staff working together and communicating effectively with each other during our visits.

The provider did not always have clear responsibilities, roles, systems of accountability or good governance. They acted on the best information about risk, performance and outcomes and shared this securely with others when appropriate.

Systems and processes to monitor the quality and safety of the service were not robust and did not identify the shortfalls we found during our assessment. We found concerns that had not been identified through audits such as, environmental risks, some aspects of managing medicines, record keeping and staffing levels. Although these were raised with the manager and addressed immediately, overall governance and quality assurance systems were not robust at identifying them in the first instance.

Throughout our inspection, the management team was open about the improvements that still needed to be made and was motivated to learn and improve the service.

Policies and procedures underpinned working practices, and this was supported by training and ongoing monitoring.

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.

We found referrals were made to healthcare professionals, such as mental health services appropriately. The advice given had been updated in people’s care records for staff to follow.

The service worked in partnership with a range of health and social care professionals and the local authority. Records showed this included people seeing GPs and community nurses.

Good, well established, links had been made with external professionals and local provider support groups. This enabled opportunities to network, share experiences and ideas of ways to develop Anglebury Court.

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.

The manager and provider had not always identified necessary improvements. However, they were responsive both during and after this assessment and acknowledged where improvements were needed. A member of staff told us that any learning from accidents or incidents were shared with staff during daily shift handover.

Everyone we spoke with was positive about the management of the home, with comments such as “The leadership seem very efficient, caring, knowledgeable and responsive” and “Management had always responded quickly and positively whenever I have needed to raise anything”.