We provide best quality for money

High quality and continuous quality improvement are fundamental for Ambea. Systematic quality management ensures satisfied care receivers, family members and clients, and permeates our entire organisation.

The care industry is subject to comprehensive regulation and inspection to ensure safe, secure and high-quality social care. For Ambea, quality also means that every person in our units should experience quality from their own personal perspective, and thereby live the best life possible in the way they want. Our quality management strives to meet both regulatory requirements and the expectations of individuals at all times.

Joint concepts

In Sweden, Ambea works with quality concepts to ensure that our units deliver high and consistent levels of quality. Vardaga’s elderly care is guided by Den goda dagen (The Good Day) concept, comprising a number of promises to our care receivers and their loved ones. The concept describes how we should act, and what they are entitled to expect regarding food and mealtimes, activities and dementia care, which is followed up at an overall level in Care Receiver Surveys.

Nytida has a Ramverk för pedagogik (Pedagogical framework) with the aim of achieving personalised support based on the individual care receiver’s strengths, needs and weaknesses.

Doing it right should be easy

Quality ultimately arises in interactions between care receivers and Ambea’s employees, who are our most valuable asset when it comes to quality.

A starting point in Ambea is that it should be easy for individual employees and managers to do the right thing in any given situation, and comply with both internal and external quality requirements in the form of laws, regulations, guidances, concepts and process descriptions, as well as our set of values – Our World.

Support for the organisation consists of governing documents, process descriptions, check lists and so forth, which have been gathered and systematised in Qualimax – Ambea’s proprietary and industry-leading management system. Here, employees can find clear descriptions and answers to how they are expected to structure their work, and act in various stages and situations, in order to provide social care that complies with laws and internal regulations. The ultimate goal is to create a sense of security – for every employee – in interactions with care receivers and other key stakeholders and thereby achieve a consistently high level of quality. As a guiding principle and quality tool, employees also have Ambea’s set of values as a strong foundation to lean back on.

Monthly monitoring of all units

Another cornerstone of Ambea’s quality management is that we monitor all of our approximately 900 units using selected quality and HR metrics on a monthly basis. One key aim is to quickly identify units with a negative trend in order to provide adequate support and work towards consistent quality across the entire organisation.

Improvement and development – a continuous process

We always want to improve the care we deliver, and a systematic improvement process involving all employees is continuously ongoing in Ambea’s units.

A development project can be initiated by a range of factors. Employees’ observations and ideas are an important source for development. A need for improvement may also be identified by the self-assessment (with approximately 200 questions that the units answer twice per year) or the
inspections carried out by Ambea’s Quality Department. The views of care receivers and their loved ones are very important to us – both spontaneous feedback, and comments made in various care receiver surveys.

When something doesn’t work out the way we intended, we should obviously be learning from our mistakes and doing whatever we can to make sure it doesn’t happen again. Dealing with non-conformances correctly is a prerequisite for improvement and we would rather see one non-conformance report too many than one too little.

We are striving for better and more efficient care

For Ambea, good quality is absolutely crucial. That’s what we’re passionate about and there is a strong link between Ambea’s quality performance and cost-efficiency. By raising our quality, we can attract more care receivers, and recruit and retain more talented employees. With higher rates of occupancy, we can work more efficiently, while lower employee turnover and sick leave help to reduce costs.

Ambea is convinced there is a need for alternative models of ownership and operation for social care. Healthy competition helps to improve quality and increases the focus on cost efficiency. Ambea contributes to the financial sustainability of municipalities by continuously developing and improving how we deliver care and manage our units, create new solutions and provide more quality for money. Our size, capacity
and resources are clear strengths. Some examples:

  • Our quality management system is an industry leader.
  • We have our own training organisation, Lära, which provides continuous training.
  • We have a range of concepts that provide higher quality at lower cost.
  • Various methods of social welfare administration make life easier for our employees.
  • We have introduced the service assistants in many of our residential facilities. These workers help by performing tasks that do not require care training, thereby allowing nursing assistants to devote more time to qualified, value-added care.