Phoenix Care

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 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 good. At this assessment the rating has remained the same. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted good-quality, person-centred care.

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.

People, relatives and staff were engaged in discussions and decisions about the running of Phoenix Care. This included regular surveys, resident and relative meetings and staff engagement meetings and surveys. A member of staff told us, “Phoenix Care aims to provide high quality of services to clients of all ages in their own homes, respecting their privacy, independence and dignity to ensure they enjoy the best quality of life at home.”

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 registered manager was open and transparent and was committed to making improvements. Staff told us they found the registered manager approachable and that they received the support needed to carry their role. A member of staff said, “I feel supported by my manager. They are approachable, offer guidance when needed, and provide clear direction. If I encounter any challenges or need advice, I know I can rely on my manager to provide support and ensure I have the resources necessary to perform my role effectively.”

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

People and their relatives felt confident in raising any concerns. One person said, “I know how to make a complaint. My [relative] made a complaint, and it was dealt with straight away.” A relative told us, “I don’t feel I need to make a complaint as any issues were addressed, and they have been actively supportive with my [relative’s] new package of care. The communication between the agency and social worker is good.”

There was a whistleblowing policy in place which was understood by staff. A member of staff told us, “I am confident in raising concerns and to discuss them. I’m fully aware of the whistle blowing policy the provider listens to my views and appreciates them.” There were also out of hours contact details for staff. Staff views were encouraged through regular meetings, supervisions and feedback surveys.

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 culture of the service was continuously reviewed through regular meetings, supervisions and feedback surveys. Staff received training about equality and diversity and the provider had policies in place. Staff told us they were treated fairly at work. One member of staff told us, “I have not needed any reasonable adjustments in the workplace. I feel that the work environment and tasks are manageable, and I am able to perform my role effectively without requiring any modifications. However, I am aware that if any needs arise in the future, I can discuss them with my manager to ensure that I am supported appropriately.”

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 responsibilities regarding duty of candour, which is their legal responsibility to be open and honest with people when something goes wrong. They understood their responsibility to submit the necessary notifications to the Care Quality Commission, as required. Staff were aware of their roles and responsibilities. A member of staff told us, “I have been provided with a job description that clearly outlines my roles and responsibilities. I am aware that my primary duties include providing person-centred care, supporting individuals with daily activities, and ensuring their safety and wellbeing. I am also responsible for following care plans, documenting observations, and reporting any concerns or incidents. My job description helps guide my daily tasks and ensures that I understand the expectations of my role.”

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.

Safe practices were in place and followed to ensure people accessed external professional services as needed. The registered manager confirmed they worked in partnership with other professionals. A member of staff said, “I work in partnership with other professionals by maintaining clear, respectful, and timely communication to ensure that the individuals we support receive coordinated and person-centred care. This includes attending handovers, contributing to care reviews, and sharing relevant information with professionals such as nurses, social workers, GPs, and therapists always within the boundaries of confidentiality and consent. By working together, we can identify needs early, agree on goals, and make sure support plans are appropriate and up to date. I also follow advice from healthcare professionals, such as physiotherapists or dietitians, to support individuals’ physical health and wellbeing.”

The provider did not always focus on continuous learning, innovation and improvement across the organisation and local system. They did not always encourage creative ways of delivering equality of experience, outcome and quality of life for people.

There were a range of audits and checks in place however these were not always effective in identifying areas for improvements. For example, audits had not identified the shortfalls we found regarding staff recruitment. We also found systems for recording and responding to concerns or complaints were not clear and did not detail the actions taken or whether the complainant was satisfied with the outcome. We also found conflicting information in an infection, prevention and control audit. However, we did see that the registered manager had taken appropriate action by ensuring the staff member received additional training.