Fanco LTD Rotherham

On this page

• Overview
• Kindness, compassion and dignity
• Treating people as individuals
• Independence, choice and control
• Responding to people’s immediate needs
• Workforce wellbeing and enablement

Caring – this means we looked for evidence that the provider involved people and treated them with compassion, kindness, dignity and respect. This was the first assessment of the service. We rated this key question as good. This meant staff supported people, treated them with dignity and respect, and involved them as partners in their 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 always treated people with kindness, empathy and compassion and respected their privacy and dignity. Staff treated colleagues from other organisations with kindness and respect.

The person we spoke with told us, “Staff are friendly and kind.” Staff treated people with dignity and compassion and interacted with them in a respectful and encouraging way. This supported a culture of kindness and respect. Staff supported people to build confidence and maintain their independence, choice and control. Care plans reflected people’s individual needs, preferences, likes and dislikes and gave staff guidance about how they wanted to be supported. Staff knew people well and supported them to make choices about their care and daily lives. Where people needed support with their health and wellbeing, staff encouraged their involvement and independence and sought additional professional support when needed. One staff member said, “I know we can make a difference in someone’s life and that is so rewarding.”

The provider treated people as individuals and made sure their care and support reflected their needs, preferences, strengths and abilities. Staff involved people in planning their support and respected their individual choices, wishes and preferences. Care plans recorded people’s likes, dislikes, interests, routines and relevant information about their backgrounds, which helped staff provide personalised support.

Staff we spoke with knew people well and described their individual likes, dislikes, interests, routines and preferences. They understood what was important to people and used this knowledge to support them in ways that promoted their independence, choice and control. One staff member said, “We have worked with [person] as a friend, [person] trusts us.”

The provider promoted people’s independence, choice and control and supported them to make decisions about their care, treatment and wellbeing. The person and relative we spoke with told us staff supported the person to remain independent and make their own decisions. Staff encouraged people to express their views and involved them in decisions about their care and support. Care planning reflected people’s individual choices, wishes and preferences, and staff listened to what mattered to them. This helped people maintain choice and control over how staff provided their support.

The provider listened to and understood people’s needs, views and wishes. Staff responded to people’s needs in the moment and acted to minimise any discomfort, concern or distress.

Staff knew people well. This helped them recognise early warning signs of distress, identify and remove triggers, use appropriate distraction techniques and keep people safe. Staff described people’s care and support needs in detail.

The registered manager told us they had systems in place which provided an on-call system for staff to contact the office in an emergency. They said they were able to provide additional care when people needed it if they were unwell.

The provider promoted staff wellbeing and supported staff to deliver person-centred care. Staff spoke positively about the management team and told us they felt valued, appreciated and supported in their roles. They said managers were approachable and accessible and they felt confident raising ideas, suggesting changes and contributing to the development of the service.

Staff described an open culture in which managers listened to their views and encouraged them to contribute to how the service operated. Managers responded positively to ideas, helped staff find solutions when challenges arose and provided ongoing support in their roles. One staff member said, “You can go to the registered manager with anything. They are amazing.”

This was reflected in the registered manager’s statement: “We aim to maintain a working culture in which staff feel supported, concerns are taken seriously, professional responsibilities are understood and management decisions are informed by the realities of frontline care delivery.”

The provider also promoted equality, diversity and inclusion through its policies and working practices, supporting staff to respect people’s individual needs, choices and differences when providing care.