Angelcare UK 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.At our last assessment we rated this key question Requires Improvement. At this assessment the rating has changed to 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 registered managers promoted an open and positive culture. Staff felt valued and, alongside management, focused on delivering high quality care and a person-centred approach. A staff member said, "It's a privilege to care, I want to give my best, cheer them up, make them smile and do everything I can to help them."

The provider had exceptionally 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.

Both registered managers were skilled and knowledgeable and shared a commitment for delivering high quality, person-centred care, where people and staff felt valued. Staff enjoyed their jobs and gave consistently positive feedback about the management. Comments included, “Support from management is very good, they're always there for us.” and “The care here is brilliant. We all work really well together. I love the job. We just all want to do the best for people.” and “It's a good place to work. Managers support us so we can give people the best care possible.”

People and relatives told us communication was good and any concerns or issues raised were dealt with by the management. Comments included, “We are very happy with the service”; “Any problems are immediately acted on so I’ve no issues or complaints, I`m very happy and I’d keep things just the way that they are” and “The service I get is great. I don’t think they need to improve anything.”

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

People, relatives and staff told us they felt able to speak up about any concerns and give feedback. One relative shared concerns with us about their family member’s care, which they had raised with the service. Records showed these had been investigated and feedback given to the complainant.

One staff member said, “I feel confident raising concerns and have done so. The managers always act on whatever we tell them.”

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 received training in equality, diversity and inclusion. The provider employed a diverse workforce from varying backgrounds and cultures. Staff felt they were treated equally and spoke positively about their role and employment.

Staff wellbeing was promoted through welfare meetings which included signposting to appropriate services. Staff told us of the support they received from managers when dealing with changes in their personal lives and how adjustments had been made to their working patterns to help 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.

Governance processes had improved since the last inspection and were now embedded in the service. Quality audit systems were effective in identifying any actions needed and ensuring the improvements were made and sustained. The registered managers maintained full oversight by analysing audit findings to identify emerging themes and trends, enabling proactive action.

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 worked well with external professionals and community partners to support people’s care. The service demonstrated a commitment to shared learning. Staff meetings were held regularly, and lessons learned from audits, incidents and complaints were shared with the team.

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.

The service demonstrated an exceptional commitment to continuous improvement by actively and routinely seeking feedback from staff, people using the service, and their families and carers. This approach ensured that improvement activity was consistently shaped by the views and experiences of those directly affected.

The provider also showed a strong and sustained focus on innovation. They engaged in a range of initiatives designed to enhance the quality of care and improve outcomes. Notably, in 2020 one of the registered managers received the Care Assessor/Care Planner Award at the Great British Care Awards and used their expertise to mentor new assessors and senior staff, strengthening capability across the team.

The provider’s leadership extended beyond the organisation, reflected in their active contribution to the local community. They built strong networks, promoted understanding of social care, and supported local education and workforce development. Their community engagement in 2025 included sponsoring the Social Action Award at the Calderdale College Inspire Awards and preparing and delivering Christmas meals to more than 100 people, including those using the service, their families, and others referred by the local authority. This work demonstrated a commitment to social responsibility and meaningful community impact.