The Angel Centre

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

We assessed one quality statement under this key question. We found there was effective leadership and a culture of continuous improvement at the SARC. Staff were up to date with their continuing professional development and received regular supervision and appraisal of their practice.

Find out what we look at when we assess this area in our information about our new Single assessment framework.

The judgement for Shared direction and culture is based on the latest evidence we assessed for the Well-led key question.

The judgement for Capable, compassionate and inclusive leaders is based on the latest evidence we assessed for the Well-led key question.

The judgement for Freedom to speak up is based on the latest evidence we assessed for the Well-led key question.

The judgement for Workforce equality, diversity and inclusion is based on the latest evidence we assessed for the Well-led key question.

The provider had a clear system of accountability in place and clearly defined roles and responsibilities for staff to support good governance. The regional contract director and SARC manager worked in line with organisational governance procedures to review the service and identify areas for improvement. A comprehensive range of policies and procedures were tailored to the needs of the SARC and were subject to regular review. Information for staff was stored electronically to ensure easy access to the most up to date information.

Various forums were in place to provide operational oversight of the SARC including daily case review meetings where staff from across the region’s SARCs engaged in a review of any cases the previous day to identify any learning, good practice, or follow up action required. There was a culture of openness and learning, and staff told us they felt confident to raise concerns with managers and be listened to.

The provider’s organisational structure provided regional and national support to the SARC team. Regional managers and the SARC manager had the capacity and capability to manage the SARC effectively. On call rotas ensured management cover was always available for staff working in the SARC, and managers at a regional and national level were visible within the SARC and easily contactable. Staff told us they felt well supported by leaders.

The provider engaged in quarterly contract review meetings with the police and NHSE commissioners to manage issues and review performance. An audit schedule was in place and findings were discussed locally and nationally to contribute to service improvements and identify any trends for learning. A risk register was in place which was reviewed and updated regularly to highlight ongoing risks, such as the lack of an on-site defibrillator, mitigating factors and actions required.

The provider cared about and promoted the wellbeing of their staff which supported and enabled them to deliver person-centred care. Alongside regular supervision, staff told us they felt cared for by managers and the organisation, and small gestures such as Easter themed gifts helped them feel valued and promoted the ethos of the service they provided.

The judgement for Partnerships and communities is based on the latest evidence we assessed for the Well-led key question.

The judgement for Learning, improvement and innovation is based on the latest evidence we assessed for the Well-led key question.