Private GP Services Leeds Gateway

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 registered provider since its registration with CQC. This key question has been rated as Good.

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.

All staff we spoke with and received feedback from were committed to providing high quality, accessible primary care services and worked collectively to achieve this.

The provider had inclusive leaders 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 in the practice were approachable and responded to any concerns raised. Feedback we received from staff was overwhelmingly positive, with many referring to the team feeling like family. Staff also commented on the great support that was provided not only from within the Leeds clinic, but also the wider provider management team.

The provider fostered a positive culture where people felt they could speak up and their voice would be heard. This was supported by a whistleblowing policy which clearly outlined how staff could raise concerns both internally and externally, and the process that would be followed upon receipt of any concerns.

The registered provider 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. We heard how senior leaders proactively supported staff through any difficult situations. Staff were encouraged to seek support and guidance from colleagues working in different locations across the country. All of the staff we received feedback from felt valued by the senior management team.

Staff 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 share 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 appraisals and performance reviews. The provider had established governance processes that were appropriate for their service. Staff could access all required policies and procedures.

Statistical analysis of data was reviewed by the senior management team during regular board meetings. This enabled issues to be identified and suggestions for improvement to be implemented and monitored.

Daily ‘catch up’ meetings were attended by the whole team within the service. This gave the opportunity to share information and provide support and guidance when required.

The provider used a cloud-based management and electronic health record system to ensure patient information was stored securely and in line with information governance requirements and data protection standards.

The registered provider understood their duty to collaborate and work in partnership, so services worked seamlessly for people. Staff shared information and learning with partners and collaborate for improvement.

The registered provider focused on continuous learning, innovation and improvement across the organisation and local system. Leaders encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe, effective practice and research.

The provider actively encouraged staff to undertake further learning and supported this by providing paid study leave. In addition, the provider funded external speaker to attended practice and clinical meetings. For example, a learning session had recently been provided for clinicians to support delaying small intestine bacterial overgrowth. Clinical staff also had a dedicated 1.5 hours per week for continuing professional development.

The provider carried out regular audit activity to monitor performance and identify areas for improvement.