Azure Care

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 good. At this assessment 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 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 management team promoted a positive and open culture that was shared with the staff team. Staff described the organisation as supportive and inclusive, with regular communication through biannual meetings and weekly emails. These emails included updates, policy reminders, and recognition of staff achievements, such as being finalists in national care awards. Staff told us, “They always congratulate us and say well done for your hard work which makes us feel appreciated.”

The registered manager demonstrated the skills and experience to lead the service effectively. Staff described the manager as approachable and responsive. A staff member said, “He is very caring and approachable and shows concern for me.” People using the service and their relatives confirmed the manager was visible and involved, with 1 person stating, “[The registered manager] has been out to see me. He is a nice man. He did a courtesy visit when I came out of hospital.”

Staff felt confident to raise concerns and were aware of the whistleblowing policy. They described a culture of openness and said they were listened to. A staff member told us, “If we have any concern then we can let the office know and they will listen and advise us.” The provider had systems in place to record and respond to complaints, with evidence of lessons learned and actions taken.

The leadership team actively promoted a culture of inclusion and respect, ensuring that staff felt valued and supported regardless of background. Staff consistently described the organisation as inclusive and responsive to their individual needs. A staff member shared, “I have allergies to pets and they have listened to me and allocated me clients who have no pets,” demonstrating reasonable adjustments made during allocation.

Staff were encouraged to disclose any health or personal circumstances during recruitment, and adjustments were made accordingly. For example, a carer recovering from surgery was assigned non-manual handling tasks to support their recovery.

The organisation celebrated cultural diversity through events such as Eid, Diwali, and Christmas, and ensured that people using the service were matched with carers who understood their cultural and linguistic preferences. A person’s care was adapted to begin at 6:00 a.m. to support their spiritual practice of morning prayers, with carers selected who shared an understanding of their faith.

Equality and diversity training was mandatory and refreshed annually. Staff demonstrated understanding of protected characteristics and described how they respected religious and cultural preferences in daily care routines. The provider’s commitment to equity was evident in both policy and practice, and no concerns were raised regarding discrimination.

Governance systems were in place to monitor quality and safety. Audits were completed regularly, and actions were taken in response to findings. The provider had a service development plan that identified areas for improvement and tracked progress.

The service worked in partnership with external professionals and community organisations. Staff described positive relationships with district nurses, occupational therapists, and safeguarding teams. Referrals were made to the Kent Fire and Rescue Service when risks were identified, resulting in improved safety outcomes for people.

The service demonstrated a strong culture of continuous learning and innovation. Staff were encouraged to reflect on incidents and share lessons learned. A central log of incidents and accidents was maintained, with analysis used to identify patterns and drive improvements. For example, following a fall, a referral was made to occupational therapy, and care plans were updated to reduce future risk.

The provider had begun developing an AI-powered care application to analyse client visit data in real time, aiming to identify emerging risks and improve continuity of care. This proactive approach to technology demonstrated a forward-thinking attitude to service improvement.

Staff attended specialist training such as the virtual dementia tour, which simulated symptoms of dementia to deepen empathy and understanding. Feedback from staff included, “It changed my way of thinking and the way I support people living with dementia,” showing the impact of training on practice.

The organisation was recognised externally, being finalists in both the National Care Awards and the South East Region Great British Care Awards. Staff were praised for their contribution, with the registered manager stating, “We couldn’t have done this without you – thank you for everything you do!”.

Weekly emails were used to share updates, policy reminders, and examples of positive outcomes, embedding a culture of learning and celebration. Staff meetings were held biannually and supplemented with ad hoc sessions to ensure all staff received consistent information and had opportunities to contribute.