Flair Healthcare 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 this 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 and staff had fostered a positive culture with a shared goal of providing quality care to people in their own homes. Staff told us, “People’s wellbeing is a priority to us.” and “The company and manager promote quality care and supports us in our work.”

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 and people’s relatives spoke positively about the management of the service and support received. Staff received regular supervision to facilitate discussions around progress and performance in their roles. Staff told us they received flexibility and support when needed and they felt comfortable and confident discussing their needs at work with the registered manager. Relatives told us the registered manager was always available to talk to when needed and actively helped to solve problems. A relative told us, “I was worried about [relative], the registered manager went round to the house within the hour, called for medical assistance and arranged for a carer to stay with [relative] until help arrived.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. Policies and procedures were in place regarding whistle-blowing and speaking up arrangements. Staff received training in this area and confirmed they felt comfortable and confident raising issues. No formal complaints had been made about the service, however, relatives told us they were confident that if they had concerns these would be addressed by the registered manager.

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. Staff received training in equality and diversity. All staff received support and supervision to enable to them to complete their roles well. No issues with equality, diversity or inclusion were identified during the assessment. A staff member told us, “I feel respected and listened to by my manager.”

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. The registered manager was aware of their responsibility to notify partner agencies of incidents, for example CQC and the local safeguarding adults team. Regular audits and reviews of care plans, daily notes and medicines administration took place alongside observations of staff practice. These activities ensured standards were maintained across the service and issues could be identified and addressed quickly.

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. Records evidenced that when required, the service actively worked and shared information appropriately with partner agencies. Where health and social care professionals gave advice, this was recorded and followed by staff. A professional told us, “The service has been proactive in contacting me when they require guidance or clarification about how best to support the individuals we work jointly with.”

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. Feedback from people, relatives and staff was actively sought to enable service improvement. The registered manager had a clear plan for future development of the service and how to maintain quality.