Andersen Care Agency

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.

We found improvements and the service was no longer in breach of legal regulation regarding good governance.

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 and their relatives provided consistent positive feedback about the organisation and the service they received. Their comments included, “My mum is getting good care at all times” and “We can’t fault anything about the service at all, I am in regular contact with the manager and she regularly asks if we are happy with the service. I certainly would recommend the service if I was asked to.” The service’s compliments log recorded positive feedback highlighting safe, high-quality care, professionalism, staff demonstrating empathy and an understanding of people’s needs, and effective management of complex presentations.

Staff received the necessary support and direction, which enabled them to provide person-centred and compassionate care. They communicated effectively with their leaders. A staff member told us, “They [management] are doing very well. You can easily communicate with them.”

The provider had inclusive leaders at all levels who understood the context in which they delivered care 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 staff were approachable and readily available. They maintained good oversight of day-to-day matters, ensuring staff had the support and guidance needed to perform their roles effectively. They demonstrated a clear understanding of people’s needs and worked to deliver safe, caring, and person-centred support. A person told us, “I have regular contact with the manager. I get a call most weeks to see if I am ok.” A relative commented, “We have as much contact with the manager as we need. I know that if I need anything, she is there.”

The provider fostered a positive culture where staff felt they could speak up and their voice would be heard. Staff told us they could easily approach managers, raise concerns comfortably, and felt managers listened to them. A staff member told us, “Management is good, they listen if I have concerns. They're really doing their utmost best.” Another staff member explained if they reported an issue, it would not be ignored.

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.

The provider created a safe, friendly and fair working environment for staff. They responded appropriately to staff needs and ensured staff had opportunities to discuss any issues. Staff spoke to us about the flexibility they experienced in their working arrangements, as well as the supportive and open culture within the service.

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 operated effective systems to monitor and assess the quality of service, including audits, spot checks, and regular quality monitoring phone calls to people using the service. The management team collaborated effectively while acknowledging their individual roles and responsibilities. The registered manager and care manager utilised a risk register to identify, monitor, and manage potential risks within the service. These systems and approaches ensured people received good quality care.

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. Evidence showed a multi-disciplinary and collaborative approach in delivering care services to people. Staff shared information and reported issues promptly to external stakeholders appropriately. They involved people and their relatives in care planning and decision making.

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.

Leaders captured feedback from people, relatives and staff through a range of methods, and used it to assess and improve the service. A relative told us, “The company send regular feedback forms for me to fill in, asking about how satisfied we are and if we have any suggestions of how they can improve things, and the manager rings every couple of weeks for a general chat.”

The service maintained a service development plan, showing areas for improvement and targets. It covered various areas, including improving quality of service, maintaining regulatory compliance, service expansion and involving people more in the running of the service. Evidence showed the service made various improvements since their last inspection, particularly in relation to managing people's medicines, assessing risks and governance.