• Doctor
  • Independent doctor

Archived: PHL Group Head Office

Overall: Good read more about inspection ratings

3 Turnberry House, The Links,, 4400 Parkway, Whiteley, Fareham, PO15 7FJ 0333 321 0942

Provided and run by:
Partnering Health Limited

Important: This service was previously registered at a different address - see old profile

All Inspections

6 July 2023

During a monthly review of our data

We carried out a review of the data available to us about PHL Group Head Office on 6 July 2023. We have not found evidence that we need to carry out an inspection or reassess our rating at this stage.

This could change at any time if we receive new information. We will continue to monitor data about this service.

If you have concerns about PHL Group Head Office, you can give feedback on this service.

11, 12 and 13 October 2021

During an inspection looking at part of the service

This service is rated as Good overall. (Previous inspection September 2019 rated Requires Improvement)

The key questions are rated as:

Are services safe? – Good

Are services effective? – Good

Are services caring? – Good

Are services responsive? – Good

Are services well-led? – Good

We carried out an announced focused inspection at Ailsa House on 11, 12, 13 October 2021. to follow up on breaches of regulations. We inspected the following key questions:

  • Safe
  • Effective
  • Well Led

At our previous inspection we found:

  • There was learning from significant events but it was not always disseminated fully.
  • Performance data was not in line with targets.
  • The provider did not stock naloxone (naloxone is used to counteract the effects of opioids on a patient’s respiratory system) and had not risk assessed this.
  • Staff training records were not adequately maintained to be fully assured that all staff were compliant with training requirements.

At this inspection we found:

  • The service had taken steps to address the breaches of regulations identified at our previous inspection.
  • We found learning from significant events and complaints was disseminated amongst staff and we identified that improvements had been made a result.
  • The specific data used to measure performance had changed since the last inspection. In addition, the provider had ceased to deliver an NHS111 call centre. Instead, an Integrated Urgent Care (IUC) Clinical Assessment Service (CAS) (remote telephone and video triage and clinical assessment) was delivered in a collaborative commissioned approach. Due to the change in contract and commissioning arrangements it was not possible to directly compare performance between the two inspections.
  • Mandatory training was closely monitored and there were very high levels of compliance both amongst clinical and non-clinical staff.
  • The service routinely reviewed the effectiveness and appropriateness of the care it provided. It ensured that care and treatment was delivered according to evidence- based guidelines.
  • There was a strong focus on continuous learning and improvement at all levels of the organisation.
  • The provider was highly innovative and we identified several areas of outstanding practice generated as a result of pioneering practice.

We saw several areas of outstanding practice:

  • The Attention Deficit Hyperactivity Disorder (ADHD) service for patients on the Isle of Wight had had a significant impact for patients using the service, reducing waiting time from two years to six months. This had met a gap in the system which previously meant patients were living with a distressing condition without assessment or treatment for considerable periods of time.
  • We saw a positive culture demonstrating inclusivity and a caring attitude towards staff. The provider had supported World Menopause Day 2021, by sharing information with staff about where they could find information and seek help and by supporting staff to have conversations in the workplace. There was a monthly support group available for staff who were experiencing symptoms of the menopause. The provider had held a mental health week during which staff were encouraged to go for walks on their breaks and take time for themselves.
  • The provider had created an integrated solution for remote patient monitoring called YOULA. The system enabled remote monitoring in a non-invasive way, through in-home sensors and human interactions, and was being piloted for patients on the Isle of Wight. The system monitored basic movements such as how often the kettle was switched on, how often the front door was opened and how often the fridge door was opened. Artificial intelligence was used to understand each person so that when something was out of the ordinary it could be quickly identified, and help alerted automatically. The service was managed via a real time dashboard. Patients also received a daily telephone call. The impact on the integrated care system (ICS) meant a 24/7 bridge between acute and primary care, patients receiving care in their own home rather than a hospital environment, facilitated early discharge from secondary care, hospital admission/readmission avoidance all resulting in significant cost savings. Of the 150 patients who had trialled the YOULA 92% reported the service to be excellent or good.
  • The paediatric (paeds) desk had been developed as a pilot which had been very successful and expected to be extended. The service had piloted the GoodSam app which enabled paediatric trained nurses to see children via a video call, staff were able to effectively assess children and provide reassurance for distressed parents. There were strict protocols around the use of the GoodSam app and a private area had been set up in the call centre. This project had had a big impact on reducing A&E admissions.
  • The provider played an important role in supporting the integrated care system (ICS) by bridging gaps in the system between primary and acute care. The ability of the provider to diversify (often with little notice) supporting multiple systems provided resilience to the overall system. This meant waiting lists were able to be reduced and patients had access to care and treatment when they needed it.

The areas where the provider should make improvements are:

  • Continue to review and improve key performance indicators for the contact centre.

Dr Rosie Benneyworth BM BS BMedSci MRCGP

Chief Inspector of Primary Medical Services and Integrated Care

11 Sep to 12 Sep 2019

During a routine inspection

This service is rated as Requires Improvement overall.

The key questions are rated as:

Are services safe? – Requires Improvement

Are services effective? – Requires Improvement

Are services caring? – Good

Are services responsive? – Good

Are services well-led? – Good

We carried out an announced comprehensive inspection at Ailsa House on 11 and 12 September 2019 as part of our inspection programme.

The service has a registered manager. A registered manager is a person who is 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.

At this inspection we found:

  • The service had good systems to manage risk so that safety incidents were less likely to happen. When they did happen, the service learned from them and improved their processes but repeat evidence of incidents was found to indicate that dissemination of learning to the entire staff work-force was not adequate.
  • The service routinely reviewed the effectiveness and appropriateness of the care it provided. It ensured that care and treatment was delivered according to evidence-based guidelines.
  • The service completed audits but we found limited evidence of disease-specific audits.
  • On review of the service’s performance data, we found the service was not in line with expected national targets.
  • Full compliance with staff training could not be established, particularly in relation to clinical staff training records.
  • Staff involved and treated people with compassion, kindness, dignity and respect.
  • Staff felt respected and well looked after by the service, in line with the service’s values.
  • Patients were able to access care and treatment from the service within an appropriate timescale for their needs.
  • There was a strong focus on continuous learning and improvement at all levels of the organisation.
  • The provider worked in partnership with external stakeholders to develop its services and identify ways to improve.

The areas where the provider must make improvements as they are in breach of regulations are:

  • Ensure care and treatment is provided in a safe way to patients
  • Ensure persons employed in the provision of the regulated activity receive the appropriate support, training, professional development, supervision and appraisal necessary to enable them to carry out the duties.

The areas where the provider should make improvements are:

  • Review how audits are undertaken so they are appropriate, relevant and help drive improvement.
  • Continue to review patient feedback to identify areas for improvement.

Dr Rosie Benneyworth BM BS BMedSci MRCGP

Chief Inspector of Primary Medical Services and Integrated Care