Fanco LTD Rotherham

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 the service’s leadership, management and governance assured high-quality, person-centred care, supported learning and innovation, and promoted an open and fair culture. This was the first assessment of the service. We rated this key question as good. This meant leaders managed the service consistently and promoted a culture of 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 based on transparency, equity, equality, human rights, diversity, inclusion and engagement. These reflected an understanding of the challenges and needs of people and their communities. The registered manager, management team and staff demonstrated a positive and compassionate culture that supported good-quality, person-centred care. Staff placed people at the heart of the service and involved them in decisions about their care and support. These values were embedded in the service. The registered manager said, “Our objective is to maintain a culture in which care staff are supported, concerns are acted upon and learning contributes to improvements in service delivery.”

The provider had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support. They demonstrated the organisation’s culture and values and had the skills, knowledge, experience and credibility to lead effectively. Leaders acted with integrity, openness and honesty.

Staff felt supported by the provider, who was visible in the service. Staff said they felt respected and valued by senior staff, which contributed to a positive culture focused on improvement.

The provider’s oversight helped senior staff identify and address poor practice that could affect the quality of people’s care or staff wellbeing. Senior staff had the knowledge and experience to support the delivery of person-centred care.

The provider fostered a positive culture where people felt able to speak up and were confident their voices would be heard.

Staff and managers felt supported to share their views and ideas. The provider had effective systems to communicate with and support staff. Staff knew how to raise concerns and felt confident doing so. They said managers listened to them and respected their views. One staff member said, “I can't fault the company, I honestly can't.”

The provider had processes that enabled staff to speak up and report concerns, including anonymously. Staff received training about these processes. The provider gathered feedback and acted on it to support improvement. Staff understood the whistleblowing policy and knew how to use it if needed.

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.

Staff felt respected, supported and valued. They said the service promoted equality and diversity in its working practices and provided opportunities for development and career progression. Staff felt able to raise concerns without fear of negative consequences.

The provider had policies and procedures to promote equality, diversity and inclusion. Staff received employment contracts that set out their rights and responsibilities.

The provider had clear roles, responsibilities, accountability systems and effective governance arrangements. These supported the delivery of good-quality, sustainable care, treatment and support. The provider used information about risks, performance and outcomes to inform decisions and shared it securely with others when appropriate.

The provider had effective systems to monitor the quality of the service and support the delivery of person-centred care. Audits and monitoring helped the management team identify and address shortfalls and areas for improvement. The provider shared learning with staff when required.

The service understood and fulfilled its duty to collaborate and work in partnership. Services worked together seamlessly for people. The provider consistently shared information and learning with partners and collaborated to drive improvement.

The manager told us they worked with health and social care professionals to improve people’s care and promote continuity. When people received advice from health professionals, staff recorded the recommendations and outcomes in their care plans. This helped staff meet people’s needs consistently.

The provider focused on continuous learning and improvement across the organisation. It encouraged staff to find new ways to improve people’s experiences, outcomes and quality of life.

The provider had a clear vision for the service and was committed to helping people achieve good outcomes. Staff spoke positively about the provider’s commitment to continuous improvement. Team meetings provided opportunities for staff to discuss feedback from people using the service and identify areas for improvement. Regular audits were completed to monitor the quality and safety of the service and identify any learning needs. The registered manager and staff told us they regularly discussed people’s care and changes in their needs. They used learning from care delivery, incidents and training to improve the service.