Nuffield Health Wokingham Fitness & Wellbeing 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 79 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

There was a clear vision and set of values. The service had a realistic strategy and supporting business plans to achieve priorities. The Nuffield Health values were summarised and encapsulated within the term CARE acronym: C for Connected and working together. A for Aspirational, Inspiring health and wellbeing. R for Responsive, Listens and communicates. E for Ethical, Balancing patient needs with quality outcome and sustainable results.

Staff felt respected, supported, and valued. They were proud to work for the service. Staff participated in a staff motivation and recognition programme. Staff were nominated monthly for examples of displaying the company values and the staff member received a certificate and reward.

The service had inclusive leaders at all levels who understood the context in which they delivered care, 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 were approachable and responded to any concerns raised.

The service fostered a positive culture where people felt they could speak up and their voice would be heard. Staff were aware of how to raise concerns.

The service valued diversity in their workforce. They worked 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, 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 shared 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. Managers held regular meetings with staff. Managers clearly recorded any actions arising from these meetings and ensured they shared these with staff. Staff took confidentiality and information security seriously.

The service clearly understood and carried out their duty to collaborate and work in partnership, and services worked seamlessly for people. The service was transparent, collaborative, and open with stakeholders about performance.

The service had developed a number of local engagement initiatives, these included, free activity classes for girls in communities with the greatest levels of inactivity and free-swimming lessons for a local school. The service was also supporting local charitable events. For example, at a charitable race event for students, staff from Nuffield Health supported participants with warmups and cool downs, as well as acting as stewards.

The service had a strong focus on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome, and quality of life for people.

The organisation monitored its performance and carried out regular audits. The service could demonstrate how it used complaints, incidents, and feedback to improve.The service had quality improvement plans in place to help drive improvements in services. All staff were encouraged to put forward and test out new ways of working.