The Flowers Care Home Limited

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.

At our last assessment we rated this key question requires improvement. At this assessment, the rating 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. Governance arrangements had been strengthened and there were a range of audits and management checks in place.

This service scored 71 (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.

Managers and staff demonstrated a commitment to person-centred care and improving outcomes for people living at The Flowers. The registered manager told us the home’s values were introduced through staff induction and embedded through regular supervision and team meetings. Staff described a strong sense of teamwork and a shared direction.

The services Statement of Purpose clearly stated the homes values. Relatives complimented the service and the culture of the home. Comments included, “I would definitely recommend The Flowers, nice atmosphere, staff are pleasant and friendly, very welcoming always, compassionate and promote trust, know us by our names.”

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.

We received positive feedback from relatives about the management team. They said they were approachable and supportive. Comments included, “[Names of managers] are all accessible, I am happy with the care over 4 years, never had any problems. [Name of relative] loves it in there. I could not have asked for anything better.”

Staff told us the registered manager was visible and approachable and expressed their confidence in them. Comments included, “[Registered manager] keeps everything up to date. They are definitely approachable and respond and want good quality care.” The home had identified staff who had received additional training to be mental health first aiders, to provide additional support to staff who may be experiencing mental health issues.

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

The provider had a Whistleblowing Policy in place. Staff felt able to raise concerns and understood the importance of speaking up to protect people.

The provider valued diversity in their workforce. Staff were treated fairly and equitably in work and during the application and selection process.

Staff told us they felt supported and encouraged by the registered manager. Several staff told us about examples where they had received individualised support and adjustments to their role. There was a diverse staff team. Fair recruitment processes were in place and the registered manager had been proactive in attempts to recruit more male staff.

The provider had clear responsibilities, roles, systems of accountability and governance arrangements. They used these to manage and deliver good quality, sustainable care, treatment and support.

Audits were in place to cover all key areas of the care and support people received. However, improvements were required to some auditing processes to ensure they provided more detail. For example, notes from spot checks were brief and did not provide a clear overview of what had been observed and reviewed. Some care notes were handwritten and audits required improvement to ensure there were robust checks on the content and legibility of daily notes. However, the home was small and we were assured the management team communicated well and had oversight of the home. The provider had policies in place, which had been recently reviewed. The registered manager followed up on any identified shortfalls in audits. Any overarching themes were then included in the home’s improvement plan and we saw prompt action was taken to address any issues.

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 worked closely with health and social care professionals. They had good links with the local community, including schools and colleges. The registered manager had recently started planning a dementia friendly café, within the home. Plans were in place to offer monthly opportunities for people in other local care homes to visit, build relationships and enhance their community links.

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.

Staff at all levels had opportunities to make suggestions about service improvement through staff surveys and meetings. The registered manager kept up to date with local updates. The management team were all undertaking training to support their ongoing development. The provider shared their home improvement plan. They told us this was a dynamic document which was reviewed very regularly. The registered manager was committed to learning and improvement. They were receptive to feedback and took action to improve the quality of the service.