Florence House is registered to provide accommodation and personal care to seven people. There were seven people living in the home at the time of the inspection. The service supports older people who may be living with dementia.

This was the services first inspection since registering with us in February 2016. The first person moved into the home in March 2016.

There was a registered manager in post. A registered manager is a person who has registered with the Care Quality Commission to manage the service. Like registered providers, they are ‘registered persons’. Registered persons have legal responsibility for meeting the requirements in the Health and Social Care Act 2008 and associated Regulations about how the service is run.

People were receiving care that was responsive and effective. Care plans were in place that described how the person would like to be supported. The care plans provided staff with information to support the person effectively. People were evidently involved in the planning of their care. Comprehensive monthly reviews were completed involving the person. Other health and social professionals were involved in the care of the people living at Florence House.

People’s rights were upheld and they were involved in decisions about their care and support. Where decisions were more complex, these had been discussed with relatives and other health care professionals to ensure it was in the person’s best interest. Staff were knowledgeable about legislation to protect people in relation to making decisions and safeguards in respect of deprivation of liberty safeguards. Appropriate applications had been made in respect of these safeguards ensuring people were protected.

People were protected from the risk of abuse because there were clear procedures in place to recognise and respond to abuse and staff had been trained in how to follow the procedures. Systems were in place to ensure people were safe including risk management, checks on the environment and safe recruitment processes. Safe systems were in place to ensure that people received their medicines as prescribed.

Staff were caring and supportive and demonstrated a good understanding of their roles in supporting people. There was a real commitment to ensure staff had the appropriate training to support people effectively. Staff were supported in their roles. Systems were in place to ensure open communication including team meetings and daily handovers. A handover is where important information is shared between the staff during shift changeovers. This ensured important information was shared between staff enabling them to provide care that was safe, effective and consistent.

People were involved in activities in the home and the local community. These were organised taking into consideration the interests of the people. Staff recognised at times the home was very busy with visitors so activities were organised in the evenings. When there were lots of visitors, it was noted the lounge area was not big enough. People were encouraged to see their relatives in their bedroom or if a large party then they could access a day centre when it was not in use.

People’s views were sought through care reviews, house meetings and surveys and acted upon. Systems were in place to ensure that complaints were responded to, and learning from these was taken to improve the service provided.

The registered manager and the provider completed regular checks on the systems that were in operation in the home to ensure they were effective. Where there were any shortfalls an action plan had been developed to improve the service. The registered manager was in the process of making some improvements to the activities that people were doing and exploring local clubs and social events. There was a robust plan in place.

People were provided with a safe, effective, caring and responsive service that was well led. The organisation’s values and philosophy were clearly expla