Anahita Recovery 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

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 inspection we rated this key question Good. At this inspection the rating has remained 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 71 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The deputy manager told us the aim of the service was to work with people to help them become more independent, support them to engage with the community, and learn new skills before in some cases moving into their own homes. A staff member told us the services aim was to rehabilitate and support people, promote their independence and for them ‘hopefully’ to move on to a less supported service. They said, “I have seen good progress made by the people I have supported. This makes me so happy, the job is very rewarding.” Another staff member commented “There is a good culture and teamwork here, what’s good for us is good for the people we support.”

A health care professional told us the service was well run and managed and worked closely with community teams. They had placed a lot of people at the service over the years with great success. They felt the managers and staff knew people well including their needs and risks.

The service had a registered manager in post. They were knowledgeable about their responsibilities regarding the Health and Social Care Act 2014 and demonstrated good knowledge of people's needs and the needs of the staffing team. They were aware of the legal requirement to display their current CQC rating which we saw was displayed at the service. The registered manager was ably supported by a deputy manager. Management support was available for staff when they needed it. Staff told us there was a 24 hour on-call number where they could contact managers if they need any advice or support.

An officer from the local authority that commissions services from the provider told us when there were any concerns or issues relating to the service the registered manager had been cooperative, open and transparent.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. A staff member told us, “There are regular team meetings. The meetings are helpful, we can express our views and opinions, and the manager listens to us.” Another staff member said, "The registered manager has an open-door policy, I can also go to the deputy manager, the deputy manager is ever so good to talk to."

The provider valued diversity in their workforce. The registered manager supported staff to feel included and treated them with equity, taking account of their individual needs. Staff told us they felt supported and empowered to develop their skills and knowledge and were offered appropriate training to help with career development.

The provider had systems for monitoring and improving the quality of the service. We saw records confirming that regular medicines, health and safety, infection control, incidents and accidents audits were being carried out at the service. We saw a report from an unannounced night-time spot check carried out at the service in July 2025. The registered manager told us these checks were carried out to make sure staff were supporting people in line with their care needs. We saw a report from a bi-monthly monitoring visit carried out by the registered manager on 27 June 2025. The report covered areas such as medicines, health and safety checks, fire safety, food hygiene, complaints and incidents. The registered manager had recorded investigations were being carried out in relation to complaints and incidents.

It was evident on the first day of our inspection that record keeping at the service required improvement. The registered manager and deputy manager spent some time searching for information we requested. Following the inspection the registered manager sent us an action plan confirming they were taking action to improve record keeping. Actions included, for example, that files and folders were being centralised in one location for easy access, all staff were undergoing training in record keeping and regular record keeping audits were to be carried out. We will look at record keeping at our next inspection of the service as the action plan had not yet been fully implemented.

The registered manager and deputy manager 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. Records demonstrated that the service worked well with health and social care professionals when required to ensure people received appropriate care and treatment.

The registered manager told us they participated in a group for care home managers in Southeast London. The group provided information about a training provider which had good reviews. The registered manager told us they signed up with this training provider and staff had commented that the new training is much more comprehensive.

There were systems for learning. There was evidence of learning and improvements, for example, after a recent incident where a person using the service had been injured, the services admissions process was reviewed and updated, and the provider had installed a new CCTV system throughout communal areas of the service to enhance people’s safety and security.