Partners in Health

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.This is the first inspection for this service since its registration with CQC. This key question has been rated as Good.

This service scored 82 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

Teams worked well together and built a clear shared vision, strategy and culture, based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities.

The staff we interviewed expressed enjoyment in their roles and valued the collaborative environment. Regular team meetings were held to share updates and promote open communication across the service. Records of meeting minutes and actions were stored and accessible to all staff on the service’s electronic system. Staff described a friendly and supportive culture, with strong teamwork and a positive working environment. Staff were supported in their professional development and encouraged to keep their skills up to date. The service promoted openness and used staff surveys to drive improvements. There were clear procedures to address behaviour inconsistent with the service values.

The service had inclusive leaders at all levels who understood the context in which they managed and delivered care and treatment. Leaders had the skills, knowledge, experience and credibility to lead the effectively.

Leaders demonstrated a clear understanding of local and national priorities affecting primary care, general practice, and the wider NHS. They actively addressed challenges within the Gloucestershire community. This was evidenced through information and feedback collected as part of this inspection. Leaders and staff showed confidence in their roles and engaged openly in interviews, conducted as part of our inspection, reflecting a compassionate and inclusive approach to delivering care.

Leadership was responsive to both local and national challenges, and decisions were informed by data and multidisciplinary collaboration. Staff consistently reported feeling supported through regular appraisals, check ins and open communication via meetings, emails, and the services intranet (a private, secure computer network used by an organisation to share information). Leaders were visible and approachable, and praised for their support during personal and professional transitions and in making reasonable adjustments to working practices. Staff described a strong team culture across both sites, feeling respected, valued, and inspired by the leadership team. Staff wellbeing was supported through a “you said-we did” culture and examples of changes made as a result of senior leaders listening to feedback were reported, such as, providing water coolers at both sites and providing food at PLT meetings. Duty doctors were available daily for clinical queries, and nurse managers were described as fair and receptive. All staff were recognised as central to delivering safe, effective, and equitable care.

The service fostered a positive culture where staff felt confident raising concerns and reported that their voices were heard. Leaders maintained an open-door policy and were highly visible across both sites, which encouraged open communication. The service had a whistleblowing policy outlining clear internal and external processes for raising concerns, including contact details for the Freedom to Speak Up Guardian (FTSUG). The policy was accessible via the staff computer system, and all staff were aware of the FTSUG role and how to access support.

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.

The service promoted a fair, inclusive, and supportive working environment. Leaders demonstrated a clear commitment to equity and diversity, underpinned by policies and transparent systems that ensured equal access to development opportunities for all staff. Staff consistently reported feeling treated fairly, with zero tolerance for discrimination. Reasonable adjustments were made to support staff in their roles. Staff completed training in equality, diversity and inclusion, and understood how to support individuals with protected characteristics. PLT team meetings was a place where knowledge, training and information was shared. Staff told us a lunch was provided at these meetings, giving time to develop and strengthen relationships and trust. Leaders were visible, approachable, and responsive, with staff feeling supported both professionally and personally.

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 act on the best information about risk, performance and outcomes, and share this securely with others when appropriate.

The service had good governance frameworks and systems of accountability which were appropriate for their service. Service leaders had established effective policies, procedures and activities to ensure safety and assured themselves that they were operating as intended. For example, the service conducted ongoing clinical audits which it used to monitor consistency and systems to identify where action should be taken. Quality and governance were discussed in relevant meetings, and all staff had access to this information as appropriate to their respective roles. Leaders held regular service meetings with staff, during which they discussed clinical concerns and emerging risks. Actions arising from these meetings were clearly recorded and leaders ensured they shared these with staff.

Clinicians were available to support enquires from staff and met regularly with specialists to discuss vulnerable patients, complex cases and share expertise. This approach reinforced a strong culture of openness, learning and improvement. Staff told us they felt supported and empowered, and that leaders were approachable and responsive. Staff received supervision and annual appraisals. We saw evidence confirming that managers met with staff regularly to complete appraisals and performance reviews and that tailored support was evident during induction, probation and ongoing clinical supervision. Learning and development opportunities were identified during annual appraisals or through direct request and appropriate training was sourced. There was a system to monitor the completion of mandatory training and evidence showed that staff training was up to date.

There were clear systems to safeguard the availability, accuracy, and confidentiality of data, records, and data management systems.

The overarching governance framework, supported by robust processes, enabled the service to consistently uphold high standards, ensure long-term service sustainability, and deliver care that positively impacted outcomes for the people they supported.

The service clearly understood and demonstrated commitment to partnership working, regularly sharing information and learning with partners to support smooth service delivery and continuous improvement, highlighted by feedback given as part of our inspection.

The service demonstrated strong community engagement through the proactive work of its Social Prescriber, who led on initiatives that addressed gaps in local support. Notably, they established Gloucestershire’s first Parkinson’s Support Group, creating a safe space for patients and carers to share experiences and access peer support. One patient shared, “I felt I had no support — now I have a group, benefits, and a structure around me.” In addition, their work with a Dementia Support Group, held in partnership with local organisations, has provided companionship, advice, and emotional support for those affected by dementia.

The service demonstrated strong leadership and a commitment to collaborative working through a weekly MDT meeting held at PCN level, focused on mental health. This meeting involved three mental health nurses (including two employed within the service), a GP, social prescribers, and care coordinators.

The MDT provided a structured forum for discussing patients with complex care needs, promoting shared clinical responsibility and informed decision-making. GPs across the PCN were encouraged to attend or refer patients for discussion, supporting a culture of openness, community collaboration, accountability, and continuous improvement, reflecting the service’s commitment to collaborative working and meaningful community engagement.

The service actively encouraged and responded to feedback from patients, staff, and external partners, using it to shape services and foster a positive culture. They were proud of the outcomes achieved through collaboration with partners and the local community, reflecting their vision of “Empowering our neighbourhoods to live well, providing equity of care for all.”

Staff were supported to grow in their roles and take on new responsibilities. The service supported a strong culture of continuous learning, innovation and improvement across the organisation and local systems. They always encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contribute to safe, effective practice and research.

Leaders had a clear and detailed overview of clinical and non-clinical performance to ensure performance was accurate and any emerging clinical risks were managed. They created an open environment where staff felt confident to share improvement ideas.

Leaders actively promoted internal development and clinical specialisation, offering opportunities to staff for development and improvement of skills. In August 2023, a practice nurse was promoted to Lead Nurse, supported by service leaders to undertake further training in infection prevention and control, respiratory care, and independent prescribing at master’s level. This culture of mentorship and internal promotion has enabled staff to cascade clinical knowledge, support colleagues in achieving further qualifications, and build a team of competent, confident practitioners with specialist expertise.

The service embraced safe innovation, implementing new systems, encouraging feedback, and staying informed on best practice. A salaried GP was supported with dedicated time and funding to lead a research project exploring the use of artificial intelligence (AI) in general practice. This initiative aims to assess how AI can enhance clinical efficiency, support decision-making, and improve patient outcomes. By focusing on real-world applications within the patient population, the project reflects the service’s values of integrity, innovation, and inclusivity, and its commitment to continuous improvement and improved outcomes for people.

The service recently signed contracts to implement an innovative digital platform aimed at enhancing patient safety, streamlining clinical governance, and improving the management of quality and compliance activities. Scheduled for rollout in January 2026, the system will support data-driven decision-making, strengthen operational efficiency, and improve visibility of key performance areas. This investment reflected the service’s commitment to adopting smart technologies that benefit both clinicians and patients and aligns with their ongoing focus on continuous improvement and providing safe, high-quality care.