Dr Liliya Burrett

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 71 (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.

The service had an inclusive leader 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.

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

The service had established Freedom to Speak up arrangements. Patients we spoke with were aware of how to raise concerns if they were not satisfied with the service.

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.

The service had clear responsibilities and roles in place, however, governance systems did not fully ensure oversight of key operational risks. For example, we found some gaps in recruitment checks and lack of information in some consultation notes. We also found that risks associated with fire safety, the management of Legionella, and equipment calibration were not addressed in a timely manner.

The lead GP met regularly with other GPs within the shared premises to undertake peer reviews and maintain clinical governance. The locum GP had received an internal appraisal, in addition to NHS appraisals. The provider had established governance processes that were appropriate for their service. Staff could access all required policies and procedures. Staff took patient confidentiality and information security seriously.

Feedback from people using the service was positive.

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

The service demonstrated a commitment to continuous learning and improvement. The lead GP actively engaged with external education, including completing a course at Harvard University and attending clinical seminars, to keep up to date with evidence-based practice and apply new learning to patient care.