Chandlers Ford Dialysis Unit

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

This means we looked for evidence that the 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 as 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.

We have not awarded this service a score for Well-led.

Find out about when we will not publish a key question score and what we look at when we assess Well-led.

Staff demonstrated a clear understanding of the provider’s vision and values and how these were applied in their day-to-day work. They described a culture that reflected the core values of caring, connecting and committing. This included showing empathy and support for patients and colleagues, working collaboratively, and taking ownership of their roles to deliver high-quality care. Discussions with staff and observations during the assessment confirmed these values were consistently embedded in practice. Staff spoke positively about regular communication from leaders, which helped them feel informed, included and aligned with organisational priorities.

The provider had 3 strategic priorities: strengthening core operations, driving growth and innovation, and developing organisational culture. Staff were able to describe how their work contributed to these aims. For example, they described working collaboratively with an NHS trust to introduce new processes aimed at improving patient outcomes. This demonstrated clear alignment between day-to-day practice and the wider strategic direction of the organisation.

The service was led by a registered manager who provided effective day-to-day leadership. They were supported by a Senior Governance Manager and an Area Head of Operations. A deputy clinic manager was also in post, alongside a skilled nursing team with defined lead roles, including infection prevention and control responsibilities. This leadership structure ensured there was clear oversight of clinical practice and service delivery.

The registered manager demonstrated a strong understanding of the service. They described how they worked collaboratively with the local NHS trust and senior leaders within the wider organisation to deliver care that met patients’ needs. They also reported feeling well supported by the organisation, which enabled them to lead the service effectively.

Staff consistently spoke positively about the registered manager. They said they felt supported, respected and valued in their roles. This reflected a compassionate leadership style that promoted staff wellbeing and a positive working environment.

Leaders were inclusive in their approach. They supported staff development and created opportunities for growth. Training and development programmes were available to all staff, including those not in formal leadership roles. The provider’s Care Delivery Training Manual and apprenticeship programmes supported staff to build leadership skills and progress in their careers.

There was an open and supportive culture where staff felt able to speak up and raise concerns. The provider had a Freedom to Speak Up Guardian, offering a confidential and independent route for staff to raise issues that may impact patient care or their working environment.

The Freedom to Speak Up Guardian acted as a designated point of contact, ensuring concerns were listened to, acted upon, and feedback was provided to staff.

Staff we spoke with were aware of the freedom to speak up process and knew how to access the guardian. They told us they would feel confident raising concerns and believed they would be listened to and supported, although none had needed to use the process.

The service promoted equality and diversity in day-to-day practice, and all staff had completed training in equality, diversity and human rights.

The service did not have formal staff network groups, such as those for disability, LGBTQ+ or race equality. However, the workforce was diverse, and discussions with staff and observations during the assessment showed that staff respected each other’s cultural and social differences.

Staff described positive support from managers to work flexibly around their personal circumstances, which contributed to an inclusive and supportive working environment.

The service had established governance systems and processes to ensure the quality, safety and sustainability of care. There were clear lines of accountability from the centre through the regional structure to the UK-wide organisation. The registered manager was supported by a provider governance lead, which ensured oversight and support at all levels.

Governance meetings were held at both centre and organisational levels. Records showed these meetings monitored quality, safety and performance. This included reviews of incidents, risks, staffing and training. Meetings followed a standardised agenda in line with the provider’s governance framework. This supported a consistent and structured approach to governance across the organisation.

The service used a range of audits to gain assurance that care was safe and effective. These included audits of medicines management, infection prevention and control, and clinical records. Findings were reviewed and actions were taken to address any issues. This supported continuous improvement and helped to enhance patient safety and experience.

The service worked closely with external partners to monitor performance. It was commissioned by NHS England specialist services, and regular contract review meetings were held. These meetings included representatives from the provider, the NHS trust and NHS England. Key performance indicators and quality metrics were reviewed collaboratively. This supported shared oversight and accountability for service delivery.

Systems ensured the secure management of patient information. Electronic records were stored on password-protected systems, and paper records were kept in locked cabinets. This ensured confidentiality and compliance with data protection requirements.

The service had arrangements to maintain safe and continuous care in the event of an emergency. An emergency preparedness plan set out the actions staff should take in scenarios such as a power failure, water leaks or gas leaks. Contact details and clear instructions were included. Copies of the plan were available throughout the building to ensure accessibility. Preventative measures, such as regular equipment checks were also in place.

Governance systems supported oversight of risk management. Incidents were reviewed by senior leaders and the integrated clinical governance committee. Risks, including those related to deterioration and emergency response, were monitored. Learning was identified and embedded into practice. This included reviewing trends, analysing outcomes and making improvements where needed.

Leaders and staff worked collaboratively with a range of internal and external partners to deliver coordinated and seamless care for patients. The registered manager and staff described well-established working relationships with a local NHS trust. This included regular multidisciplinary team meetings where patient care and treatment were reviewed jointly. These arrangements supported shared decision-making and ensured care remained aligned across services.

Staff also worked in partnership with the wider Fresenius Medical Care network to support patients who wished to travel. This included arranging dialysis sessions at alternative units both nationally and internationally. Relevant clinical information was shared to maintain continuity and ensure care remained safe and effective while patients were away from the service.

The service had received positive recognition for its approach to care, including winning the “We Care Award” in 2025. This reflected a commitment to compassionate and collaborative practice. Evidence from partner organisations, including the NHS trust, also indicated strong and effective working relationships.

The service demonstrated a clear commitment to learning, improvement and innovation. Leaders used performance information to drive improvement, and learning was shared across the wider organisation. This supported a consistent approach to improving patient care and service delivery across dialysis units.

Staff were actively engaged in continuous development. They told us managers supported them to attend training and development opportunities to enhance their skills. The service also offered apprenticeship programmes, which enabled staff to gain recognised qualifications and further their professional development. This supported both individual growth and service improvement.

There was evidence of shared learning following incidents. The service had strengthened emergency and situational training for staff. This demonstrated how learning from incidents was used to improve practice and patient safety.

The service also worked collaboratively with the NHS to support innovation. It had been involved in trials of new treatment protocols. Following a successful trial and participation in the PIVOTAL study, a new intravenous iron prescription protocol was being introduced in Chandlers Ford Dialysis Unit and will later be rolled out across other trust dialysis centres. This is used in dialysis patients who have iron deficiency or anaemia, and either cannot tolerate iron tablets or do not absorb enough iron from them. This was based on evidence from a study which focused on a proactive approach to iron management for haemodialysis patients. The service was part of a phased implementation, demonstrating its role in adopting and spreading innovation.