Fortune Smiles Service Ltd

On this page

• Overview
• Person-centred Care
• Care provision, Integration and continuity
• Providing Information
• Listening to and involving people
• Equity in access
• Equity in experiences and outcomes
• Planning for the future

Responsive

Responsive – this means we looked for evidence that the provider met people’s needs.

At our last assessment we rated this key question Requires Improvement. At this assessment the rating has changed to Good. This meant people’s needs were met through good organisation and delivery.

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 made sure people were at the centre of their care and treatment choices and they decided, in partnership with people, how to respond to any relevant changes in people’s needs.

At our last inspection, we found robust care plans were not in place. At this inspection, we found improvements had been made.’

People told us how they took an active role in reviewing their care and support arrangements with the provider. People felt they were able to express their views, preferences, and any concerns regarding the care they received. One person told us, “I have been given a copy of my care plan and risk assessment and if I want any changes to my support, I just tell the staff, and it’s updated in my care plan.”

Care plans reflected a person-centred approach, ensuring that each person’s needs, preferences, and background were at the forefront of support provided. The documents included details about people’s life histories and personal preferences. This included information about their backgrounds, likes, dislikes, and the people or things that were most important to them.

Staff demonstrated an understanding of person-centred care by consistently integrating people’s protected characteristics, such as age, disability, gender, race, and religion, into the care they provided. This approach ensured that the individual needs, preferences, and backgrounds of each person were respected and valued, contributing to a more inclusive and supportive environment. By acknowledging and responding appropriately to these characteristics, staff promoted dignity, equality, and a sense of belonging for everyone under their care.

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.

People told us they had access to the care they needed. One person said, “I have all the support and help I need from the staff that visit me.” A relative told us, that they felt their loved one received a good care package from the provider, “My [person] would tell me if they felt they were not being supported correctly. I feel that staff deliver a good service to ensure that the correct level of care is given.”

The provider took care to assign staff members who were already known to the people receiving support. By doing so, they promoted continuity of care, which is particularly important for people who may feel unsettled by frequent changes in their support team. This approach not only fosters trust but also helps carers to anticipate and respond to individual needs more effectively. A staff member told us, “My manager ensure that we have the some [people] each day to support, this helps to give people a continuity of care and support, and we get to know there likes and dislikes.”

The provider supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs.

People and their family confirmed that they received copies of their care plans and contracts. They were provided with the opportunity to review these documents, give their informed consent and request amendments where necessary. This process ensures transparency and supports person-centred care by actively involving people and their families in decisions about their support arrangements.

Staff had access to the service's policies and procedures via both by an electronic and in paper form and staff informed us they knew how to locate this information.

The registered manager told us that care plans were adapted into an easy-read format when required, ensuring that people who needed extra support could more easily understand and engage with the information provided.

Records showed the service supported people to have personalised communication plans, which was designed to ensure that staff can engage effectively with people. These plans were tailored to the communication needs, preferences, and abilities of each person, recognising that effective communication is a cornerstone of person-centred care.

The provider made it easy for people to share feedback and ideas, or raise complaints about their care, treatment and support. Staff involved people in decisions about their care and told them what had changed as a result.

The provider sent survey to staff, people who used the service and to their relatives. This initiative gave people and their relatives the opportunity to express their opinions and share feedback regarding the quality of the service provided. By engaging a wide range of participants, the provider ensured that the survey captured diverse perspectives, supporting ongoing improvements to the service. Staff were also able to give ideas and share their feedback regarding changes to help improve the service. A person told us, “I receive a form to fill in so I can give my ideas.” A relative said, the service sends us a questionnaire to complete, so we can give feedback on how the staff are doing.”

Staff reported that they felt their voices were heard and that they were able to approach the management team whenever necessary.

Staff told us that they felt their opinions were valued and that they could readily engage with the management team whenever required. One staff said, “I receive one to one supervision and regular team meetings where I can share my views.” Another staff told us, “The [Manager] is kind and listens. They are able to quickly offer help and assistance when it is needed.”

The provider made sure that people could access the care, support and treatment they needed when they needed it.

Feedback from people and their families indicated that the care and support provided met their needs effectively. People also told us that staff generally arrived on time for their care visits.

Staff and leaders listened to information about people who are most likely to experience inequality in experience or outcomes and tailored their care, support and treatment in response to this.

Staff felt empowered to speak up if they had any concerns regarding how care was being delivered to people. This open culture encouraged the team to voice their concerns without fear of any retribution.

Regular training sessions and leadership support reinforced the importance of maintaining high standards of conduct, and clear reporting procedures were in place to address any incidents promptly and effectively. As a result, both staff and people benefited from an environment where dignity, safety, and inclusivity were prioritised, reflecting the organisation’s commitment to best practice and continuous improvement.

People were supported to plan for important life changes, so they could have enough time to make informed decisions about their future, including at the end of their life.

At the time of our assessment, there were no individuals receiving end of life care; however, the provider did have a suitable policy in place for such circumstances.

Staff underwent training in end-of-life care, ensuring they fully understood what constitutes good practice in this sensitive area. This training equipped them to deliver compassionate, respectful, and dignified care tailored to each individual's needs and preferences.