Stokely Healthcare 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. At our last inspection we rated this key question requires improvement. At this inspection 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 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 service 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. The provider told us, “Our culture at Stokely values client involvement. Staff are trained to identify people’s strengths. People are supported by staff to participate in tasks rather than having the tasks done for them. They actively supported to make choices and gain independence. We use encouraging language and provide just enough help for clients to complete activities independently.” Staff members shared this vision. One staff member told us, “The organisation’s vision and values focus on providing compassionate, respectful, and person centred care.”

The service 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. Throughout the assessment the management team were open, honest and responsive, acting on any queries raised. People had confidence in the management. Comments included, “Agency is run well I think, no complaints at all, girls will do anything and won’t rush you, always finish caring before they leave me, no worries” and “Manager is approachable, actions any concerns.” Staff felt supported by the management team. One staff member told us, “I feel confident in management because they are approachable, transparent, and supportive. They create an environment where I can easily communicate concerns and receive guidance when needed. Their willingness to listen and provide clear direction helps me feel valued and reassured in my role. This confidence in management not only boosts my morale but also motivates me to perform at my best, knowing that I have strong support behind me.”

The service fostered a positive culture where people felt they could speak up and their voice would be heard. The service had a whistle blowing policy in place. Staff felt able to raise concerns and were confident action would be taken. One staff member told us, “I’ve witnessed in staff meetings when staff raise concerns about things action is taken, and they are listened to.”

The service valued diversity in their workforce. They work towards an inclusive and fair culture by improving equality and equity for people who work for them. Staff told us they were treated fairly and equally. One staff member told us, “I believe staff are treated fairly. There is a clear emphasis on equal treatment, respect, and opportunity for everyone. Management ensures that policies are applied consistently, and any concerns are addressed promptly and fairly. This creates an inclusive and supportive work environment where everyone feels valued.”

The service now had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver high-quality, sustainable care, treatment and support. They always act on the best information about risk, performance and outcomes, and share this securely with others when appropriate. There was an improved schedule of quality assurance systems in place to support the management team review and assess the service delivery. This included auditing medication, infection control, care plans, health and safety and accidents and incidents. At the time of the site visit records did not always indicate these had been analysed for all possible trends over consecutive months. (For example falls at same time of day, medication errors by same staff member). The manager took immediate action and addressed this.

The service understood their duty to collaborate and work in partnership, so services work seamlessly for people. They share information and learning with partners and collaborate for improvement. The service works alongside another care provider to support one person. The manager explained the arrangements in place to ensure effective support to this person. This included regular meetings between the 2 care providers. The provider told us they keep up to date with best practice guidance by engaging in Professional Training & Development, Networking and attending Professional forums and reviewing key resources. This includes Skills for Care, Registered Care Provider Association and Somerset Provider Network.

The service 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 contribute to safe, effective practice and research. There was an emphasis on continuous improvement with the views of staff and people actively sought both formally and informally. Team meetings are held monthly with staff encouraged to discuss any ideas for improvement or innovation. One staff member told us, “We have team meetings every month. I go to them and find them helpful because we discuss updates and improvements.”