Northgate Health 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. This is the first inspection for this service 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 inclusivity with staff and patients, and equality. The vision of the service was embedded in the needs of the local patient population. The practice worked with the local primary care network.

The service was led by experienced and knowledgeable leaders, including clinical and non-clinical expertise. The service had inclusive leaders who understood the context in which they delivered care.

Staff told us leaders in the practice were approachable and responded to any concerns raised. Staff also told us leaders modelled the values of the practice.

The service fostered a positive culture where people felt they could speak up and their voice would be heard.

There were external contacts for freedom to speak up and a process to escalate concerns internally.

The service valued diversity in their workforce. They work towards an inclusive and fair culture by improving equality for people who work for them.

Staff had completed equality and diversity training. Adjustments had been made to ensure all staff were valued and supported to undertake their role.

The service had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver care and sustain their service provision.

They assessed risk, performance and outcomes and used this information to drive improvement where necessary. Policies were service-specific and contained information to support staff in decision making. Audit was used to assess the quality of clinical care and adhere to national guidance.

Leaders held regular practice meetings with staff, during which they discussed governance, learning outcomes and performance.

The service shared information and learning with stakeholders and collaborated where this benefitted patients. This included social prescribing and programmes to improve cancer screening.

The service collaborated with external services including community and voluntary services.

They shared information and learning with partners and collaborated for improvement. Information was shared and processed in a timely way with hospitals and other healthcare providers.

The service focused on continuous learning, innovation and improvement across the organisation and local system.

They had a flexible approach to delivering services, which enabled changes to be made to drive improvement in patient experience and safety.

The appointment system was monitored and had been altered when necessary to meet the demands of the local population. There was extensive audit in place. Staff were encouraged to suggest changes to ways of working, and were supported to implement new ideas.