Warwick House Medical Centre

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

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. We assessed all the quality statements in the well-led key question. This is the first inspection for this service since its registration with CQC. This key question has been rated as good.

Leaders and staff had a shared vision and culture based on listening, learning and trust. Leaders were visible, knowledgeable and supportive, helping staff develop in their roles. Staff felt supported to give feedback and were treated equally, free from bullying or harassment. Staff understood their roles and responsibilities. Leaders worked with the local community including the patient participation group to deliver the best possible care and were receptive to new ideas.

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 service 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. Senior staff had contributed to the development of the service’s vision and strategy, which was kept under review and shared with the staff team. The service had a quality improvement plan to continue to maintain their commitment to their patient population. Staff told us there was an open-door policy where they could access and speak freely with leaders. Staff were encouraged to keep their knowledge and skills up-to-date in line with continued professional development to support the service. Daily huddle meetings and regular team meetings kept staff informed of any patient concerns or changes the service had made.

The service 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. Staff told us leaders were approachable and responded to any concerns raised. Staff also told us leaders modelled the values of the service. We saw the leadership team worked with other services in the primary care network and were engaged in the development of primary care services within the local area.

The service fostered a positive culture where people felt they could speak up and their voice would be heard. Staff had access to policies and procedures and were aware of how to raise concerns. The service had established Freedom to Speak up arrangements both internally and external to the service. Staff were aware of how to raise concerns and told us they felt comfortable in speaking up and confident that they would be listened to.

The service valued diversity in their workforce. They work towards an inclusive and fair culture by improving equality and equity for people who work for them. Policies and procedures to promote diversity and equality were in place. Staff were able to explain their understanding of equality, diversity and inclusion and had completed training. Adjustments had been made to ensure all staff were valued. For example, we saw adjustments to support disabled staff were in place. Staff also gave examples of reasonable adjustments the service had made to support them both at work and in personal circumstances.

The service 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. Leaders and managers supported staff, and all staff we spoke with were clear on their individual roles and responsibilities. Managers met with staff regularly to complete supervision, appraisals and performance reviews. Annual appraisals were constructive and identified learning and development opportunities. The provider had established governance processes that were appropriate for their service. Staff could access all required policies and procedures. Managers held regular meetings with staff, during which they discussed clinical concerns and emerging risks. Managers clearly recorded any actions arising from these meetings and ensured they shared these with staff. Staff took confidentiality and information security seriously. Learning from complaints and incidents was shared in team meetings and used to make improvements to the service.

The service understood their duty to collaborate and work in partnership, so services work seamlessly for people. Partner organisations shared positive feedback about how they worked together to support people: “We have MDT [multidisciplinary team] meetings monthly which supports us in managing…needs safely and effectively”.They share information and learning with partners and collaborate for improvement. Staff had made adjustments to improve coordination of their service with community healthcare services, including regular meetings centred on the care of vulnerable children and adults.

The service 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 contribute to safe, effective practice. As a training practice, registrars were part of the staff team and were supported with clinical supervision and professional development. The service had an audit plan to help drive improvements in services. Staff were supported with continuous professional development and were encouraged to share new ways of working with the whole team.