Ansa 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 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.

This service scored 68 (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 core values of the organisation were embedded into the culture of the service, through team meetings, staff supervisions and observed practice. People were treated with dignity and respect and placed people at the heart of the service. Staff told us the leadership of the service embedded a culture of person-centre care.

Not all leaders understood the context in which care, treatment and support were delivered. The provider was also the registered manager and nominated individual. They had failed to ensure there were clear processes in place to identify people who were in receipt of a regulated activity. This meant we could not be assured regulatory requirements had always been followed. Following our feedback the provider implemented new systems to address these failings. The provider understood the diverse health and care needs of people and their local communities, so care was joined-up, flexible and supported choice and continuity. The provider had good connections with health and community partners.

The provider fostered a culture where people felt they could speak up and their voice would be heard. People told us they were informed about what had changed because of their feedback. A person told us, “I’m a very satisfied customer. I’ve found it very easy to ring the office to request changes to visit times.” Another person said, “Occasionally someone rings from the office to ask if everything is OK, I feel they know who I am and what is important to me.” Policies and procedures provided people, staff, and visitors the opportunity to feedback about their experiences and this was used to make improvements to the service. Staff told us there were monthly team meetings where they could speak about concerns and challenges and ideas for improvement.

Some staff did not feel the provider treated them with respect, equality or equity. We received mixed feedback from staff about their employment experiences. Some staff told us they did not wish to speak with CQC as they were fearful of repercussions from the provider. To protect staff confidentiality, we provided generalised feedback to the provider and signposted staff to appropriate organisations for advice. We balanced this with positive feedback received from staff, this included describing the provider as person who ‘listens and is welcoming and approachable’. And “I do feel respected; they treat me very well.” The provider valued diversity in their workforce and recruitment processes supported fair employment opportunities. The provider was registered as a UK sponsor for overseas workers and employed staff from different cultures and ethnic backgrounds.

The provider had clear responsibilities, roles, systems of accountability and good governance. There were systems and processes for governance, quality monitoring and audit. Actions arising were followed up. The provider acted on the best information about risk, performance, and outcomes, and shared this securely with others when appropriate. There was operational oversight of quality monitoring and clear lines of accountability. This ensured good governance of the service and continued service improvement.

The provider understood their duty to collaborate and work in partnership. They shared information and learning with partners and collaborated for improvement. The provider told us they felt supported by health and social care partners, and recent care plan support from the local authority quality team had been very helpful. The provider attended local provider forums and network groups.

The provider ensured there was organisational learning and improvement processes in place to learn lessons and support change. Lessons had been learnt following the last CQC inspection published 31 August 2022, and the service was no longer in breach of regulations. Improvement plans had actions; outcomes were monitored, and learning was used to drive service improvements and customer experiences. Feedback was shared with people and staff to ensure lessons were learnt.