Annabelle Care 2020 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 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 79 (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.

The provider demonstrated a good understanding of the people they supported, their individual needs and preferences, and the challenges faced within the local community. This enabled the service to deliver care that was responsive, inclusive and focused on achieving positive outcomes for people.

Staff understood the provider’s values and were committed to delivering care that promoted dignity, independence and choice. People told us they were treated with kindness and respect and felt involved in decisions about their care. There was a shared commitment across the service to ensuring people received support that was tailored to their needs and reflected what was important to them.

Communication between leaders and staff was open and constructive. Staff told us they felt supported by the management team and understood the service’s vision and expectations. They described a culture where concerns could be raised, learning was encouraged and people’s wellbeing remained the primary focus of care delivery.

The provider had exceptionally inclusive leaders at all levels who understood the context in which they delivered care and support. Leaders embodied the organisation’s culture and values and had the skills, knowledge, experience and credibility to lead effectively. They consistently acted with integrity, openness and honesty.

Leaders provided exceptional support to both staff and people using the service. People and staff gave consistently glowing feedback about the management team’s accessibility, responsiveness and willingness to help. Leaders knew people well, maintained a visible presence and worked alongside staff to resolve concerns promptly and achieve positive outcomes.

External professionals were equally positive about the quality of leadership and partnership working. One professional told us, “They go above and beyond as a provider, and nothing is too much trouble. They will work hard to iron out any issues if they should arise and work as a team.”

Leaders fostered an inclusive culture in which staff felt valued, listened to and empowered to contribute to the development of the service. One staff member told us, “I am able to approach managers or senior staff if I have a concern, need advice or require additional support. I feel that management are approachable and take staff concerns seriously. Management are always there to support. Not only that, they don’t feel like managers, they feel like people I have known for years. That’s how lovely, approachable and understanding they are.”

Leaders compassionate and proactive approach inspired confidence among people, staff and professionals and supported the consistent delivery of high-quality, person-centred care.

The provider fostered a positive culture where people felt they could speak up and were confident their voice would be heard. There were clear opportunities for people, relatives and staff to share feedback, raise concerns and contribute ideas about how the service was delivered. People told us they felt comfortable discussing any concerns with staff and managers and were confident these would be listened to and acted upon appropriately.

Staff described an open and supportive culture where communication was encouraged and leaders were approachable. They told us they felt able to raise concerns, share suggestions and challenge practice without fear of negative consequences. One staff member said, “I feel able to share my views, suggestions or concerns with management and senior staff. I feel that staff are encouraged to communicate openly and that feedback is listened to and considered very well by management.”

Leaders promoted transparency and worked collaboratively with staff to address concerns and improve practice. Staff reported feeling respected and valued, and told us management responded positively to feedback. This helped create an environment where learning, openness and continuous improvement were embedded within the service.

The provider promoted an inclusive culture where people and staff were treated fairly, with dignity and respect. Equality, diversity and inclusion were embedded within the service, helping to ensure people received care that reflected their individual backgrounds, identities, preferences and protected characteristics. Staff understood the importance of providing personalised care and demonstrated respect for people's diverse needs, beliefs and life experiences.

Care plans included information about people's preferences, cultural needs and personal wishes, enabling staff to provide care in a way that respected and valued each person as an individual. People and their relatives told us staff were respectful, caring and responsive to what mattered most to them.

Staff described a positive and supportive working environment where diversity was valued and individuals felt included. They told us they were treated fairly and had access to training and support which helped them understand equality, diversity and human rights principles. Leaders promoted an open culture where differences were respected, and staff felt able to contribute their views and experiences.

The provider had effective governance and management systems in place to oversee the quality and safety of the service. Leaders maintained regular oversight of care delivery and used a range of monitoring processes, including audits, reviews and feedback, to assess performance and identify opportunities for improvement. These systems helped ensure people received safe, person-centred care that met their needs and preferences.

The management team demonstrated a clear understanding of the service and the people it supported. There were established processes for reviewing incidents, concerns, complaints and quality assurance information, enabling leaders to identify trends, address issues and promote continuous improvement. Where improvements were identified, action was taken to strengthen practice and maintain the quality of care provided.

People spoke positively about the service. One family member told us, “I think they are well led and don’t mind asking for feedback in order to improve. We have completed questionnaires, but to be honest everything has so far been positive.”

Staff spoke positively about the support they received from managers and described leaders as approachable, responsive and committed to achieving positive outcomes for people.

The provider worked effectively in partnership with people, relatives, healthcare professionals and other organisations to ensure people received coordinated and person-centred care. Leaders and staff understood the importance of collaborative working and maintained positive relationships with services involved in supporting people’s health, wellbeing and independence.

Staff communicated regularly with healthcare professionals, including GPs, district nurses and social care teams, to ensure people received timely support and appropriate interventions when their needs changed. Care records demonstrated that information was shared appropriately with relevant professionals, helping to promote continuity of care and positive outcomes for people.

The provider had a good understanding of the local community and the services available to support people. Staff helped people maintain access to community resources, healthcare services and social opportunities that were important to them. This supported people to remain connected to their local communities and reduced the risk of social isolation.

People and their relatives spoke positively about the way the service worked with others to meet their needs.

The provider had a positive culture of learning and continuous improvement. Leaders used information from audits, incidents, complaints, feedback and care reviews to monitor the quality of the service and identify opportunities to enhance people's experiences and outcomes. Lessons learned were shared with staff to promote good practice and support the ongoing development of the service.

Staff were encouraged to reflect on their practice and contribute ideas to improve care delivery. One family member told us, “They are well trained and competent. They will help me with advice and guidance as to how to ensure [person] get the best care and support.” Another told us, “They will volunteer information and ideas I have not thought about or not aware of.”

The service embraced opportunities to develop and innovate, adapting its approach where necessary to better support people and improve outcomes.