Northern Angels Care 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. People, relatives and staff gave positive feedback about the culture of the service. A staff member said, “It is not a case that one care plan fits all. This reflects the care and personal touch each service user receives from the company and makes them feel valued.”

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. People, relatives and staff gave positive feedback about the management of the service. A staff member said, “I feel well supported by management in my role. If I have any questions or queries I can always discuss these with the Registered Manager and feel listened to.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Staff understood the whistle blowing procedure and felt confident to raise concerns. A staff member said, “I feel confident in raising a concern if needed to in the future.”

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 felt valued working for the provider. A staff member said, “I find it very rewarding knowing that the care we provide can make a positive difference to someone’s life.”

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 had a structured approach to quality assurance which included various audits and checks. These were effective in identifying areas for improvement to help keep people safe. The provider’s business continuity plan contained detailed guidance to direct staff about how to respond in an emergency.

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 with partners in key organisations, such as the local authority, to develop the service for the benefit of people.

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. The provider used feedback from people, relatives, staff and stakeholders to identify opportunities for learning and service improvement.