Florebright Care Ltd

On this page

• Overview
• Assessing needs
• Delivering evidence-based care and treatment
• How staff, teams and services work together
• Supporting people to live healthier lives
• Monitoring and improving outcomes
• Consent to care and treatment

This is the first inspection for this newly registered service. This key question has been rated good. The registered manager maximised the effectiveness of people’s care and treatment by assessing and reviewing their health, care, wellbeing and communication needs with them. Social workers supplied the registered manager with their assessments and these were used as the basis for the care records. The care records clearly detailed people’s needs. Staff planned and delivered people’s care and treatment with them, including what is important and matters to them. This was in line with legislation and current evidence-based good practice and standards. Staff supported people to manage their health and wellbeing in ways which maximised their independence, choice and control. No one needed staff to assist them prepare meals, but the registered manager understood what actions would need to be taken if this was required. The staff routinely checked people were satisfied with the service and whether any needs had changed. The registered manager ensured people experienced positive outcomes from the support the service offered. Staff worked with local healthcare professionals and sought advice when required. Staff work as a team to ensure people’s support needs were met. Staff made people aware of their rights around consent and respected these when they delivered person-centred care and treatment. Staff had received training around the Mental Capacity Act 2005 and associated code of practice. No one was using the service who lacked capacity. Staff had received mandatory and condition specific training. Staff supervision sessions were in the process of being completed in line with the provider's policy.

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.

People felt involved in all aspects of the design of the care package and how it was delivered. They felt the assessment was thorough and captured their needs.

Assessments were produced, and these fully captured people's needs. The staff used assessments as the basis for developing the detailed risk assessments and care plans. People’s records included contact details for GPs and immediate family members, and information about healthcare conditions. This helped staff recognise any deterioration in health so they could contact people's relatives and health and social care professionals.

Staff found there were effective systems in place to assess and monitor people's needs. A staff member said, "Assessments are completed with the client before we start working with them, There are updates done to assessments and care plans as well, which are done following the reviews and from client feedback. They and their families are involved in everything." The registered manager discussed how they had gradually build up client numbers so they could put systems in place for completing effective assessment frameworks. They said, "We worked with the family and person to design the package and are taking this learning forward into our future practices."

The provider had developed systems to ensure right staff skill mixes were available to meet service users’ needs. They were investing in staff development to provide a progressive and expert workforce.

People found the care package met their needs and staff followed the relevant guidance when supporting them.

Staff confirmed they had the skills and knowledge to carry out their role effectively. Staff completed training in relevant areas to ensure they could carry out their role safely and competently. Staff supervisions were being completed in line with the company policies and expectations. People told visiting professionals they were confident staff had the skills they needed to provide them with the right care. Staff worked effectively as a team and with services to support people.

Staff reported they worked together effectively to provide safe care that meets people’s individual needs. They understood when they might need to seek support from external healthcare professionals.

The service had good links with the local community and worked in partnership with other agencies to improve people's opportunities and wellbeing. A professional said, "Overall they had all the right processes in place and they are very keen." The registered manager was approachable and acted swiftly to address any issues.

The registered manager and staff worked well with other agencies to ensure people's needs were met.

People found staff were competent, caring and treated them in a dignified manner. They found staff recognised if there was a change in their health and, when needed, contacted relevant healthcare professionals.

People told us if they needed staff would support them to access healthcare.

People's healthcare needs were met.

Staff told us they felt confident to support people with managing healthcare needs. A staff member said, "We all have the right training for the role."

People told us the care they received was good and they were happy with the service provided.

The registered manager regularly reviewed the systems and processes in the service to determine if improvements could be made. Action plans were used to identify and monitor where changes were required and how these could improve the service. They used all feedback to assist them improve the quality of care.

The registered manager told us they closely monitored the service to ensure people experienced good outcomes. They felt confident to only accept clients when they feltl their needs could be met. They said, “I don’t want to fail people so feel it is unfair to accept a person if the staff do not have the skills to met their specific needs or there is not enough staff to provide the support a person wants.”

When people receive care and treatment in their own homes an application must be made to the Court of Protection for them to authorise people to be deprived of their liberty. At the time of the inspection nobody using the service was subject to restrictions of their liberty but staff understood the requirements of this legislation. Staff empowered people to make their own decisions about their care and support.

People were supported to have the maximum choice and control over their lives and staff supported them in the least restrictive way possible and in their best interests. People told us they were involved in decisions about their care.

The Mental Capacity Act 2005 (MCA) provides a legal framework for making particular decisions on behalf of people who may lack the mental capacity to do so for themselves. The Act requires that, as far as possible, people make their own decisions and are helped to do so when needed. When they lack mental capacity to take particular decisions, any made on their behalf must be in their best interests and as least restrictive as possible. Staff had received training around the Mental Capacity Act 2005 and associated code of practice and felt confident applying this in their practice.