Philia Lodge Rest Home

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 good. At this assessment the rating has remained 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.

The new manager was passionate about improving people’s experiences of living at the service and had a clear understanding of areas of the service which required review and some continued work. This included personalising and ensuring a holistic approach to people’s care plans and improving the social and engagement opportunities for people. These areas had been raised by people, their relatives, and staff. One person’s relative told us, “[The managers] approach is clear and reassuring.”

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 manager had previously held the registered manager's position at Philia Lodge Rest Home, and at the time of our assessment had applied to become the registered manager again. People, their relatives and staff were complimentary of the manager and reflected on the increased support and improvements in service delivery which had taken place since they returned to this role. Staff told us they felt able to approach the manager and nominated individual with any concerns and told us they felt confident and able to contact them outside of normal working hours if there was a need to do so.

The manager and provider fostered a positive culture where people felt they could speak up and their voice would be heard. People, their relatives and staff told us they could speak up about any matters, including concerns, and felt their voices would be heard and action would be taken.

Feedback was actively sought by the provider, this included formal feedback, and a suggestions box was available within the care home. Staff told us their views were actively sought and listened to.

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.

Staff told us leaders supported them in a non-discriminatory way, and their rights were respected. This included respect for a protected characteristic, for example, age, disability, race, religion or belief.

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 providers quality assurance systems monitored the quality of care and people’s experience through its internal audits. A wide range of audits took place, and the provider had clear records which identified how the service could be improved and what actions were to be taken. These included audits of care plans and risk assessments, medicine administration records and staff training. We found timed environmental checks were completed, and external contractors were sought for specialist services. We found the manager and nominated individual to be open and transparent throughout the assessment.

The manager ensured any identified learning, or ongoing knowledge requirements were discussed during staff meetings. Appropriate information was also shared with people, and their relatives where appropriate, as required, and without delay.

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.

We received positive feedback from health and social care professionals who worked with the service. This included the local authority and visiting healthcare professionals. We were told the provider and staff were responsive to their requests, advice and local requirements which had led to good outcomes being experienced.

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.

We found staff had opportunities to make suggestions about service improvement through staff meetings and surveys, and learning had been embedded into practice. The manager understood the importance of continual improvement at the service and was dedicated to ensuring their role provided effective oversight of the care provided. During our assessment the provider told us of upcoming quality improvement exercises they had planned and demonstrated how they would use this feedback to further enhance their service provision.