Florence House

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. We assessed a total of 7 quality statements from this key question. We have combined the scores for these areas with scores based on the rating from the last assessment, which was requires improvement. At this assessment this key question has changed to 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 manager told us they had worked hard to change the culture at the service to ensure staff were working together to drive improvements. The manager had taken time to meet with all staff either individually or in groups to get to know them and to identify what support they needed to do their job effectively. The manager told us staff shared the provider’s vision and were working hard to achieve the end goals. One member of staff said, “The changes haven’t been easy, but I know things have had to change for the right reasons. I haven’t always been happy with the changes made but I know it is something we needed to do here.”

The manager had clear values and was aware of the direction the provider wanted to take. The manager had developed a listening culture where staff can feel they are available for them to talk to.

There was a clear staffing structure in place. The manager had promoted a member of staff to deputy manager who was implementing change. The manager acknowledged changes were required to make improvements to their service.

The manager was clear about their roles and had the skills, knowledge and experience to perform their job. The manager felt supported by the provider. However, we found no evidence to show the provider had carried out audits and followed processes. We were not assured the provider had oversight of the service.

Staff felt supported to speak up and discuss any concerns they may have during team meetings or supervision. The deputy manager told us, “The manager is approachable, and I can speak to them whenever I need to. I don’t always have to wait for a meeting if there is something I need to discuss.”

The manager had policy and processes for staff to follow on ‘whistle blowing’. We reviewed staff meeting minutes and saw they included information about the service as well as reminders about training, staff rota’s, safeguarding, incidents, infections, weights and PPE. There was detailed action plans completed to evidence how issues raised were to be addressed, dates to be achieved and if actions had been resolved or remained outstanding. The manager had recently completed a resident’s survey to gather feedback about the service. The manager also held regular resident meetings which residents used as an opportunity to share their thoughts about how the service was ran and to discuss the home’s menu.

There was a policy in place to protect staff from harassment and bullying and a focus on protected characteristics under the Equality Act.

The manager had developed an inclusive workforce and recognized the value of diversity amongst the team.

Staff feedback were positive about the management and support they received to do their job effectively. The deputy manager told us, “I think Florene House is managed well. The changes implemented were necessary as we were unaware of the previous failings. The manager is really good, very supportive and helpful and is trying really hard to make positive changes and I will do everything I need to support them.”

Improvements had been made since our last assessment and the provider was no longer in breach of a legal requirement. The manager had established a number of audits which provided them with a good oversight of the service. There was also an action plan in place which was being worked through. The manager had given staff a clear direction of their vision for the service. Staff understood their role and contribution in sustaining improvements. The manager made statutory notification when required and safeguarding notifications to the local authority. The manager had taken action to respond to concerns identified by partner agencies.

The manager had developed good links and worked closely with health professionals and the local authority to ensure seamless care for people. The manager told us, “When I first started, I sent out emails to all health professionals and the local authority to introduce myself. I am now part of many different network forums and attend meetings regularly.”

The manager had developed relationships in the local community including working closely with health professionals and local authority.

The manager and staff shared the same goal to provide positive outcomes for people. The manager understood improvements to the service were needed. The management encouraged staff to discuss and share ideas for improvement and innovation. The manager was passionate about making improvements in the service and told us, “I want to keep staff involved throughout this process.” The manager told us, “I want a high performing team, capable of recognising risk, I want a team that are actively making people’s lives better.” The manager told us, “We still have work to do, as I can already see the positive difference in the home.”

The manager was clear about their vision and values and were aware they had more work to do to ensure all processes were communicated clearly and embedded to support learning and innovation. External relationships were being developed so care provision was joined up, working towards delivering a high quality and consistent service to people.