Flourish Healthcare and Support 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.

This is the first assessment for this newly registered 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. Leaders were knowledgeable about their regulatory responsibilities and their priorities for the development of the service. Staff understood the vision and values of the service and how this guided their work. One staff member told us, “I feel the service is committed to providing person-centred care and supporting people to achieve positive outcomes. The team works hard to maintain high standards and there is a culture of openness and continuous improvement.”

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. The service was led by managers who were visible, approachable and supportive. Systems and processes were in place to provide support to staff and promote a positive, open and inclusive culture. The senior team were open about some recent events which had impacted the morale of some staff and their view of support and fairness. They were committed to addressing these concerns while maintaining appropriate confidentiality regarding any actions that had been taken.Overall staff told us that they felt supported and Flourish Healthcare and Support Limited was a good place to work. One staff member told us, “Flourish is a good place to work. The management and staff are so welcoming. I also love the fact that staff and management make sure to provide person centred care to the people we support at all times.”

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. The provider had clear policies and procedures in place to support people in speaking up and raising concerns. These included up-to-date safeguarding and whistleblowing policies, which were accessible and regularly reviewed to ensure compliance with best practice and regulatory standards. Staff demonstrated awareness of these policies and understood the processes for reporting concerns, including how to access guidance and support when needed. Overall staff we spoke to told us they felt able to speak up. One staff member told us, “The leadership team has always given the opportunity for staff to speak up. A role has been given to a staff member whom staff can always talk to if they have got concerns, they are not able to share directly with the leadership team.”

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. The provider had policies and procedures in place regarding equality, diversity and inclusion and staff had received training on equality and diversity. Overall staff told us they were treated with respect and supported to work in ways that recognised their individual circumstances and needs. Workforce diversity was recognised and leaders took action to support staff wellbeing.The provider was committed to creating an inclusive and fair environment and providing reassurance to staff whose views of fairness had been affected by recent events, while respecting the need to keep details of any actions taken confidential.

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 provider had structures in place to monitor and improve the quality of care being delivered. Quality assurance processes, including audits of support plans, environmental risk assessments and staff competency checks, were used to assess safety and care standards. Leaders were responsive to suggestions and acted immediately on any improvements noted throughout this assessment and agreed where appropriate to review and update audit systems to reflect areas noted and embed these into practice. The registered manager understood their responsibilities for making required notifications, such as informing CQC and raising safeguarding alerts and reviewed their systems during this assessment to ensure the full range of notifiable events were notified to all external parties. The provider had a business continuity plan which detailed how they would be prepared for emergencies.

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 leadership team were committed to improving the service and open to suggestions for improvement recognising the importance of joint working with a range of partner agencies. Advice was sought from partners and referrals made in a timely manager to support continuity of care. One professional commented, “Flourish will proactively contact me if there is any question or they need advice on the person I work with. They also follow advice and provide feedback on given advice.”

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. The provider was passionate about building a culture focused on improved outcomes for people. Where they saw areas for improvement, they looked creatively at solutions to address them including making links with the wider care sector and being parts of projects and forums. Staff told us they were encouraged to contribute their ideas about the service and were supported to learn new skills as well as develop in their role. One staff member commented, “I have career progression to practice leader. The new role has been challenging but I have the help of my manager and [name of nominated individual] who have been amazing. We had practice leader induction which was helpful and impactful.”