Fountain Care Services 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 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. 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 registered manager told us they aimed to support people to lead independent and fulfilling lives in their homes for as long as possible. There was a clear culture and vision that enabled this. This was reflected in the service user guide that was issued to people. There was a policy on equality, diversity and inclusion. Staff all received training in this topic.

The provider had inclusive leaders at all levels 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.

Staff had a good understanding of the ethos of the service and were clear about their responsibilities. They understood their roles and told us they were supported by the management. Staff were provided with information and guidance, which covered a number of areas to do with their roles and responsibilities. They felt valued and supported by the management team and were included in discussions about the service.

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

People who used the service told us they felt they could raise issues with the provider and that they would be addressed. There were systems in place to support the practice of being able to speak up, including a complaints procedure and whistle blowing policy. A freedom to speak up policy was in place and staff felt able to speak up confidentiality and that their feedback would be listened to.

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.

Policies and procedures were in place to ensure staff worked in an environment that was free from discrimination. The registered manager welcomed diversity in their workforce and provided support to their staff team.

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. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

There was a registered manager in place who had responsibility for the day to day running of the service. The registered manager confirmed they completed a number of audits as part of their quality assurance processes. The registered manager completed monthly audits on care plan and risk assessment, infection control and home environment. There were business continuity and emergency plans developed which identified actions to be taken in case of an issue which could affect the provision of care.

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 was open to working in partnership with others. The service was small and had begun operating from April 2024. This had limited some of the networking opportunities available.

A regular satisfaction survey was sent to staff, people and relatives to obtain their feedback about the service.Should it be required, there were systems in place to learn from and improve practices based on feedback received.

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 registered manager described the ways in which they continuously worked to enhance the quality of the service. This included identifying areas for improvement through regular checks, audits, and reviews of care delivery.