Fens Healthcare and Recruitment Limited

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 newly registered 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 service 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.

Feedback from people indicated there was a good culture within the service.

The provider had a shared vision, strategy and culture. This was based on dignity, independence, and a sense of belonging, with people feeling valued and empowered to lead fulfilling lives.

The providers aims, objectives and values were included in a service user which were issued to people.

People using the service, staff and healthcare professionals praised the culture within the service.

The provider had inclusive leaders who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation.

Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.

A healthcare professional told us, “The manager is highly supportive and actively involved in ensuring a high standard of care is provided.”

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

The provider valued and listened to the views of staff. Staff told us they were given opportunities to provide feedback about the service and their opinion was valued.

The provider promoted an open and inclusive culture which sought the views of people using the service and staff, through informal and formal methods such as one to ones, staff meetings and keyworker sessions.

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 operated an equal opportunity recruitment process. The staff team were diverse and were provided support through relevant training and supervision to inform their knowledge and understanding of equality, inclusivity and fairness in the workplace.

The provider had clear responsibilities, roles, systems of accountability and good governance. They act on the best information about risk, performance and outcomes, or share this securely with others when appropriate.

There was a clear management structure in place including a deputy manager and team leader. The registered manager was aware of their legal responsibility to notify CQC of certain events and confirmed that none had been required at the time of our assessment.

There was a system of audits in place to monitor the quality of service and provide assurance around governance. These included a dignity audit, medication audit, regular care plan reviews and other audits in relation to environmental safety.

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.

Managers and staff told us they worked closely with various external health and social care professionals and bodies who they regularly consulted and welcomed their views and advice. We received positive feedback from healthcare professionals. Comments included, “I have been collaborating with the team there for over a year. [Person] has remained stable in presentation, compliant with his treatment, and there have been no issues or concerns raised to date.”

The provider recognised the importance of continuous learning and improvement across the organisation. The registered manager told us they were in the middle of a transformation from paper records to an electronic care planning system. This would be of benefit to people and staff as care plans could be accessed electronically and care visits monitored in real time.

The provider had also signed up to a new training provider to further enhance the quality of its training programme for staff.