Spring Fountain (Private) 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 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 71 (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.

The provider and staff worked with people, their families and health and social care professionals to build a culture that focused on enabling to people to enjoy their lives and stay safe. Staff spoke positively about the people they supported. One staff member told us, “When people have dementia, I deal kindly with them, as I understand the disease.”

Staff could give examples of how to support people using the least restrictive options and described strategies that provided positive outcomes.

The provider understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. They had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.

Feedback on the provider was positive. One relative told us, “[Provider] goes in regularly. It’s comforting to know people are going in regularly. They support me (as well as family member). The stress has gone from me.”

Staff spoke positively about the provider, confirming they were, visible and knowledgeable working alongside staff. A staff member said, “When I shadowed [provider], I learnt more than just care. I learnt by observing what they were doing how I could improve my practice.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard.

Policies were in place to support whistleblowing, and the provider promoted a culture of speaking up. Team meetings and supervisions were held regularly, and staff told us they felt included and were able to share their views. One staff member told us, “The best thing about [provider] is she is happy to hear about clients. I am now more free to talk with her because she listens.”

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 policies and procedures around equality, diversity and inclusion. Staff told us they were supported by the management team and felt they considered their equality, diversity and inclusion and treated everyone equally and fairly.

The provider had clear responsibilities, roles, systems of accountability and governance processes. 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.

Governance processes and spot checks gave the provider oversight of the service. This ensured they acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate. However, audits failed to identify the lack of full employment history is some recruitment files.

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 provider and staff worked closely with people, relatives, health and social care agencies, to drive improvement and meet people’s needs. Records we viewed showed links with health professionals and people were supported to attend appointments.

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 provider attended forums with the local authority and ourselves to keep up to date with best practice. Within staff meetings they shared lessons learnt to drive improvement.