Guardian Angel Carers York Also known as Barnabas 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 is the first inspection 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 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.

There was a clear culture, vision and values, which staff understood and shared. The provider was very committed to providing responsive, personalised care and support. The management team was consistently focused on delivering individualised care and support and developing a strong staff team to support this. Staff said, “[Management] are so passionate about the clients, clients know who the managers are and are able to talk to them” and “[Managers] are so passionate about the clients. Clients know who the managers are and are able to talk them.”

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.

Everyone was very positive about the provider and the way the service was organised and run. Staff spoke very positively about the provider, managers and the support they received. Staff told us they enjoyed working for the provider and had very regular contact with them and managers of the service. Staff said, “They are just incredible, I am really lucky to work for them. Nothing is too much trouble, nothing is a silly question” and “Senior management are 100% responsive we can ring at any time. We have someone on call if we need any extra support, they always call back, you are never alone.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff and leaders acted with openness and honesty. The management team had developed a culture of openness with staff, people, relatives and other professionals. Staff were encouraged to discuss any concerns and encouraged to explore training and development. Staff told us they were encouraged to share their opinions about the service. They said, “If I raise a concern it is listened to and acted on.”

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 spoke about being respected and valued by managers. One said, “I have regular meetings with [Manager]. If I need any extra support I can ring any of them and they will schedule me to visit or they will come out on shift; very supportive”

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 and managers had good oversight of the service. There was a range of robust audits, oversight and systems in place to ensure the quality of the service. This also included regular oversight of staff’s practice and supporting staff with continuous development. Staff said, “We get spot checks fairly regularly, especially with new staff. You never know when they are going to happen" and “[Manager] will support if there is something new, we get continuous 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. Staff also knew about local services and helped people access them.

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 provider had a continuous professional development process for staff. This process engaged with staff to understand their own development requirements and how they could be supported to develop their practise or role.