House of the Flame Lily

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.

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.

The registered manager told us how they had worked on developing the culture of the service since the last inspection. They told us they had provided more training for staff and had ensured they had a better understanding of our ‘Right support, right care, right culture’ guidance.

There were processes in place to ensure there was a positive culture within the staff team, this included ensuring staff were supported, had the right skills and knowledge and were encouraged to raise concerns.

Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.

People, relatives and staff spoke positively about the management team and how the service was run. One person said, “I would definitely recommend this company 100%.” A relative commented, “The manager is proactive and now running a tight ship”.

There were systems in place to ensure all staff understood their roles and responsibilities and there were clear lines of delegation. We had been notified of events that had happened within the service in line with the providers legal responsibility to so do.

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

People and relatives knew how to raise concerns and felt confident to do so. Information was available to people in a format they understood.

There was a whistleblowing policy in place and staff were aware of this and the procedures they needed to follow.

The provider valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for the people who worked for them.

Staff told us they were happy working within the company and felt they were treated fairly. There were procedures in place to consider staffs’ individual needs and ensure all staff were treated equitably.

The provider had clear responsibilities, roles, systems of accountability and good governance.

Improvements had been made and there were systems in place to monitor the quality of the service and when needed this information was used to make changes. There were audits and checks in place which monitored the care people received, including medicines management, health and safety and environmental audits.

In addition, there were action plans in place showing the progress that had been made since the last inspection and the actions that were needed to ensure the improvements made were sustained.

The provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people.

There were systems in place to ensure the provider worked in partnership with other agencies. We asked the local authority for feedback as part of this inspection and no concerns were shared.

The provider focused on continuous learning, innovation and improvement across the organisation and local system.

The processes in place were effective in identifying where improvements were needed. We were able to see where learning had been identified, and the action taken to make changes.