Fountains Court

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 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 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. Staff spoke positively about this and said they were proud to work at the service. One member of staff said, “The care staff are exceptional, it is humbling to work alongside them.” A healthcare partner told us, “From my experience with Fountains Court care home, all I can say it has been positive. This is from entering the care home to leaving.”

Leaders had the skills, knowledge, experience and credibility to lead effectively. People, relatives and staff spoke positively about the leadership and support provided by the registered manager. One relative told us, “They always give us updates when we visit so we know exactly what is going on.” A member of staff we spoke with said, “The manager will always help you out if needed.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. One person told us, “If I had any problems I would know who to complain to.” A member of staff said, “(I would) go straight to the manager as she is easy to go to, always available and willing to listen.”

The provider and registered manager worked towards an inclusive and fair culture by improving equality and equity for people who worked for them. Feedback was sought from staff and acted on, including through staff meetings and regular conversations with them. One member of staff said, “I feel the home is run very efficiently, with any issues acted on promptly.”

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. Though we identified some areas of improvement needed in the environment and care records, the registered manager took immediate action to review these.

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. External professionals spoke positively about partnership working with the service. One told us, “When families have highlighted issues within the care home, this has been actioned rapidly and the issue has resolved.”

The provider focused on continuous learning, innovation and improvement. Regular training took place, and good practice was discussed and shared at staff meetings. One member of staff said, “It sounds silly to say but I wouldn’t change a thing about how our service is run. We get daily handovers updating all staff on how residents have been overnight and all staff are kept up to date of any changes in our residents regularly. Staff on shift are always team players and are always visible should you require help with something.”