Philips Court

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 inspection 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 management and staff ensured the service put people first and focused on their needs, wishes and aspirations.

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.

A system was in place to involve people, relatives and staff in the running and development of the home. The provider consulted with key stakeholders through a variety of methods, to capture their views and make inclusive decisions. Staff felt enabled to make suggestions and share views about the service and felt listened to. A staff member told us, “Suggestions and issues I raise are listened to and I receive feedback about what will be done or has been done (as a result).”

A social care professional told us, “Philips Court has been a fantastic asset to Commissioning and the Integrated Care Board (ICB). The home deals with some of the most challenging and complex individuals where the majority of other homes will not accept. The registered manager is exceptionally good and very engaging with our commissioning forums.”
 

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. People knew how to raise their concerns and felt able to do so. A person told us, “I feel safe here and I can talk to staff if I have any concerns.” Another person said, “I do like the staff and get what I need. I have no concerns at all and don’t need to complain.”

All complaints or concerns raised were recorded, investigated and appropriately actioned in accordance with the provider’s complaints procedure. A relative told us, “If I have any concerns I go straight to the assistant manager or the head nurse. The manager is good and she is always available to speak 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. The provider had appropriate policies and procedures in place to support staff and promote equality and diversity within the workplace. The provider made reasonable adjustments to individual working conditions, to enable staff to do their jobs and support people effectively and consistently.

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 and staff understood their roles and responsibilities. They conducted themselves in an open and honest way and submitted statutory notifications for significant events that occurred in the home. They also kept appropriate people informed of events, such as relatives. A relative told us, “Communication has been great. When there is an incident, I am called straight away. I have been advised immediately of what happened and actions in place.”

There were systems in place to effectively monitor the quality of the service provision to make sure they delivered a high standard of care and to drive improvement. The registered manager completed a daily walk around of the home to check all aspects of the service. They noted any required action points and immediately addressed these with the appropriate staff, to ensure they were quickly resolved.
 

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 registered manager and staff worked in partnership with other health professionals to achieve positive outcomes for people. People's care records showed involvement and guidance from other agencies such as GPs, speech and language therapists, mental health services, psychiatric nurses and social workers.

A health professional told us, “Phillip’s Court deliver safe care; they act within the sphere of their own competence and seek support where appropriate from surrounding services. [Registered manager] works with me very well. We speak regularly in person, via telephone and face to face. She is very open and honest and demonstrates significant kindness and understanding towards her residents. Communication is very good amongst [Registered manager] and the wider multi-disciplinary team.”
 

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 registered manager ensured staff were supported to keep up to date with developments in best practice. A health professional told us, “[Registered manager] is excellent. She knows all her residents and has, from an outsider’s point of view, a clear supportive leadership style. She engages and communicates closely with us and vice versa. I hold her in high regard. Philips Court would not function as it does without the leadership and culture she delivers.”