Florebright Care Ltd

On this page

• Overview
• Person-centred Care
• Care provision, Integration and continuity
• Providing Information
• Listening to and involving people
• Equity in access
• Equity in experiences and outcomes
• Planning for the future

This is the first inspection for this newly registered service. This key question has been rated good. The registered manager understood the diverse health and care needs of people and our local communities. They aimed to provide care, which is joined-up, flexible and supports choice and continuity. The registered manager strongly advocated keeping people at the centre of their care and treatment choices. They decided, in partnership with them, how to respond to any relevant changes in their needs. People felt the registered manager and staff listened to them and acted on any concerns. The systems in place made it easy for people to share feedback and ideas or raise complaints about their care, treatment and support. Information was provided in appropriate, accurate and up-to-date formats that could be tailored to individual needs. No one had felt the need to raise a compliant. The registered manager ensured everyone could access the care, support and treatment they need when they need it. We found that care records were written in a person-centred manner however, which provided sufficient detail to assist staff understand how exactly to deliver the care package. The provider had systems in place to support people to plan for important life changes, so they can have enough time to make informed decisions about their future, including at the end of their life. No one was receiving end of life care but staff understood how to deliver this if needed.

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 and relatives found care and support was personalised and responsive to their individual needs. People told us their care needs were regularly reviewed and changes were made when needed. One person said, “All the staff are very good and treat me like I really matter.”

The provider's goal said, "We envision a world where every individual, regardless of their unique abilities, enjoys the freedom to make choices, pursue dreams, and contribute meaningfully to society. Through our innovative and person-centred approach to supported living, we aspire to create a more inclusive and accepting society that values the inherent worth of every person."

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.

People and relatives told us they received well-coordinated and consistent care from staff who knew them well. One person said, “They are reliable well-presented and go about their tasks efficiently.”

Staff told us they had training and were given clear guidance around how to support people, recognise changes in their needs and when to contact external healthcare professionals. Staff understood when people required support to reduce the risk of avoidable harm. A staff member said, “There is always support and this is emphasised in supervision that we should make contact if we need any support with our work.”

Information was available to share between services, as needed, which covered people’s care and treatment needs. Staff had ensured care plans contained pertinent information about people’s needs and preferences to enable staff to provide appropriate care.

People told us they received information in a format, which suited their needs.

Since 2016 onwards all organisations that provide publicly funded adult social care are legally required to follow the Accessible Information Standard (AIS). The standard was introduced to make sure people are given information in a way they can understand. The standard applies to all people with a disability, impairment or sensory loss and in some circumstances to their carers. The provider understood the AIS requirements and had made sure appropriate communication tools, such as large print documents were, in place to meet people’s needs.

Staff were aware they could provide information in different ways and tailor these to suit people’s needs.

Staff made sure people always had the opportunity to share their views about how the care package was working for them. The registered manager used all feedback to assist them improve the quality of care. No complaints had been received but they monitored and responded to even minor concerns.

People shared their positive experience of the service. They found the registered manager was approachable, listened to their views and acted upon them. A person said, “We have no complaints at all. We have had very few queries but if they arise they are swiftly dealt with.”

The registered manager had an effective system in place to monitor the quality of the service. They readily identified where gaps existed and acted swiftly to address them. They discussed how they prioritised their work to ensure people were safe and received a service, which met what they wanted. They ensured people were regularly consulted about the support they were offered and received.

The registered manager made sure care records detailed how to access care and support people might need. They made sure care records contained pertinent information about people’s needs and preferences, which supported staff to provide appropriate care.

Care professionals found staff understood how to meet people’s diverse needs and ensure care provided was joined up.

People told us they were supported by staff who knew how to meet their needs.

Staff understood how to ensure people had access to equitable to health and social care services.

People told us the staff actively sought out and listened to information about their experiences and what their aspirations were for the care package.

The provider stated, “We have a shared vision, strategy and culture. This is based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and our communities in order to meet these.”

Staff tailored the care, support and treatment provided in response to people’s wishes and expectations.

Staff had received training in planning for and providing end of life care and were aware of best practice. The registered manager promoted a positive, person-centred culture. The registered manager and staff put people’s needs and wishes at the heart of everything they did.

No one was receiving end of life care, but found staff always discussed whether the care and support delivered needed to remain the same.

The provider had ensured policies and procedures were in place around providing care for people reaching the end of their life. The registered manager and staff received training in this area.