Ability Healthcare Cannock 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 newly registered 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 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 all spoke positively about the service. A person told us, “These are just the best company that I could have and I would recommend them.” A relative told us, “The management team are very approachable and work with other health professionals to ensure the best care for [person’s name]. They liaised with the occupational therapist to find the best position for a recliner so [person’s name] is comfortable. I would recommend this agency; they are the very best agency we have ever had.” The registered manager described their vision for the service. They told us, “I want to have the highest standard of care as a provider that can be. I have worked in several care companies, and I could see where things could be done better. I will not accept every staff member who applies, they must fit the company. If the company grows great, but I want it to be a good company not a big company.” Staff told us they felt there was a positive culture at the service. A staff member said, “The way people are treated, here the service users is good and the staff I feel like I am appreciated. There is a positive culture here. They are supportive at the office. I like everything here, I get enough support.”

The provider had inclusive leaders at all levels who understood the context in which they delivered care, treatment 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. People and their relatives told us they felt confident in the management team. A person told us, “The registered manager and provider are very approachable, and I feel I can always call them if I need to. I would recommend this service.” A relative told us, “I do know who the registered manager is and I have spoken to them a few times and are very approachable. I would recommend these to others.” Staff told us they felt the whole management team were supportive and they encouraged staff to work as a team. A staff member told us, “Teamwork is key, office staff are so supportive. I have had spot checks every 3 months. We have staff meetings every 1 or 2 months. Whenever we want to talk with them, they are there. Mistakes are talked about and how we correct them.” The registered manager told us they had systems in place to ensure staff were supported and records we saw supported this.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. The registered manager told us they had a policy in place to support staff to raise any concerns, records we saw supported this. Staff were aware of how to raise concerns in line with the policy and could describe how they would seek external support if needed.

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 had a series of policies in place to support workforce equality, diversity and inclusion. For example, there was a cultural diversity policy which set out the provider’s approach to cultural inclusion. Staff also received training in equality and diversity. Staff confirmed the provider treated people fairly.

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 registered manager told us they had systems in place to ensure people received their care and support and risks to people were identified and minimised. Regular spot checks were carried out on peoples calls to check staff were completing these in line with peoples care plans, infection prevention control procedures were followed, and people were happy with the care they received. Other checks in place included medicines administration, care plans and risk assessments. The provider ensured actions were identified and these were signed off once complete.

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. The registered manager told us, they worked with a range of professionals and gave examples of how they supported people to access their doctor for an appointment, liaised with district nurses and referred people to occupational therapy. The registered manager said, “We work with reablement packages, and we have to follow a plan to ensure people maintain and regain their independence.” Partners were positive about the collaboration they had with the provider. Partners described the provider as undertaking ongoing engagement with a range of external professional agencies who were involved in supporting people. A partner told us, “Care records and communication logs evidence contact with relevant healthcare and social care professionals where required with professional advice and recommendations reflected within care planning and support arrangements.”

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. They actively contributed to safe, effective practice and research. The registered manager told us they had a range of methods which enabled them to learn and make improvements to the service. We saw systems were in place to seek people, relatives and staff views and the registered manager told us they used this to help shape and develop the service. The registered manager said, “We get emails from CQC, we have forums with the local council, we engage with the care skills academy, and we attend meetings with other providers to discuss developments.”