Angel Support (Newham) 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. 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 registered manager had good knowledge and skills linked to the delivery of good care and support for people. They organised and led regular team meetings to keep members of staff informed about improvements and developments in the organisation.

Feedback from people and relatives indicated that they had confidence in management and felt able to have open discussions with them. A person told us, “The manager visits regularly and I can chat with him easily.”

Care workers spoke positively about the registered manager. Care workers understood their roles, responsibilities and contributions to the service. The registered manager was supported by the deputy manager. Managers were responsive when things went wrong and took action to make improvements. Throughout our assessment of the service, management and staff we spoke with acted with openness, integrity and transparency.

There was open and ongoing communication between the management team and care workers. Regular meetings between management and care workers provided them with an opportunity to discuss people’s individual support needs and the running of the service.

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.

Management had the skills, knowledge and experience to lead effectively. Care workers told us management were knowledgeable and provided them with the support they needed to do their job effectively. A care worker said, “[The registered manager] is easy to talk to and will respond quickly. He is very good.”

There was a clear organisational structure, and staff understood their roles, responsibilities and contributions to the service. The management was responsive when things went wrong and took action to make improvements. The registered manager and care workers were very transparent and open throughout this assessment.

There was open and ongoing communication between the management team and staff. Regular meetings between management and staff provided them with an opportunity to discuss people’s individual support needs and the running of the service.

Feedback obtained about the registered manager was positive. A person said, “It is very easy to speak to the manager, he visits often for a chat.”

The service was focused on supporting people to lead fulfilling and active lives as members of their local community.

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 could raise issues with the provider and that they would be addressed. There were systems to support the practice of being able to speak up, including a complaints procedure and whistle blowing policy. The registered manager held regular discussions with staff and people, giving them opportunities to speak up. There was an annual survey for people’s relatives and healthcare professionals which gave them the opportunity to provide feedback on the running of the service.

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.

Care workers did not have any concerns with lack of support and were positive about the service and the management team valuing diversity.

Minutes from care worker meetings demonstrated that care workers were fully informed about service developments and care workers were able to provide feedback at these meetings. The provider encouraged an open-door policy, allowing care workers to raise concerns or suggestions comfortably.

The provider had a clear equality, diversity, and human rights strategy to ensure that neither care workers nor people using the service were subjected to discrimination.

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.

We found that the registered manager carried out a wide range of quality assurance audits these were comprehensive and focused on identifying issues and taking action to make improvements.

The registered manager checked that the service was running effectively and identified deficiencies and make improvements. Audits included infection control, medicines management, safeguarding and people’s feedback.

The registered manager understood and demonstrated compliance with regulatory requirements. They understood their responsibility to provide honest information, suitable support and to apply duty of candour where appropriate.

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 registered manager confirmed that they were working with various local authorities. They worked closely with various healthcare professionals including GPs, Occupational Therapists, and social workers. The provider worked in partnership with organisations that provided support with staff training.

There was a clear focus that people had access to the community they lived in and people were encouraged to access local facilities such as café’s, restaurants, shops and pubs if this was something they liked to do.

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 culture within the service promoted honesty and learning from mistakes and there was a clear understanding of the need to be open in the event of anything going wrong. Feedback was shared with people and staff to ensure lessons were learnt.