Newport Pagnell Medical Centre

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• 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

There were clear and effective governance, management and accountability arrangements. Staff understood their role and responsibilities. Managers and leaders could account for the actions, behaviours and performance of staff. The systems to manage current and future performance and risks to the quality of the service enabled a proportionate approach to managing risk that allowed new and innovative ideas to be tested within the service. There were robust arrangements for the availability, integrity and confidentiality of data, records and data management systems. Information was used effectively to monitor and improve the quality of care. Leaders implemented quality frameworks to improve equity in experience and outcomes for people using services and tackle known inequalities.

This service scored 96 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

We did not look at Shared direction and culture during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Capable, compassionate and inclusive leaders during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Freedom to speak up during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Workforce equality, diversity and inclusion during this assessment. The score for this quality statement is based on the previous rating for Well-led.

Leaders told us that they had implemented a new system to help monitor and manage high demand and this data was used for workforce planning and development. The practice used data to manage capacity and demand across the main practice and branch location and were considering making changes to the branch site to increase access and meet demand. Staff reported that leaders were visible and approachable. There were named leads in place for key areas and staff were clear about their roles and responsibilities. Staff had access to the policies and procedures, which were reviewed on a regular basis. Staff told us they could provide feedback and they had opportunities to suggest new ideas and innovation and this was encouraged by managers and leaders.

The practice monitored their rota system to ensure there was sufficient clinical capacity at all times to support demand. Non-clinical staff had received training to enable them to work across various roles. This helped the practice manage staff sickness and absence. Recently appointed GPs had protected time in place to support their development and this ensured their workload was manageable. The practice had a whistleblowing policy in place and displayed information in staff areas about whistleblowing. Staff had access to a Freedom to Speak Up Guardian. There was a leadership development programme, including a succession plan. Leaders demonstrated that they understood the challenges to quality and sustainability. They had identified the actions necessary to address these challenges. There were governance structures and systems which were regularly reviewed. There were effective arrangements for identifying, managing, and mitigating risks. A major incident plan was in place. The practice had systems and protocols in place to ensure data and notifications were submitted to external organisations as required. There was evidence of quality assurance activity and clinical auditing and this was used to make improvements. However, we found the practice did not have a clear programme in place for continuous and repeated quality improvement and clinical auditing activity for the ongoing review of care and treatment. There was a clear and appropriate approach for supporting and managing staff when their performance was poor or variable. There were arrangements to deal with any behaviour inconsistent with the vision and values. The practice used digital services securely and effectively and conformed to relevant digital and information security standards. There were clear arrangements in place for the availability, integrity and confidentiality of data, records and data management systems.

We did not look at Partnerships and communities during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Learning, improvement and innovation during this assessment. The score for this quality statement is based on the previous rating for Well-led.