Station Medical 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

Leaders and staff had a shared vision and culture based on listening, learning and trust. Leaders were visible, knowledgeable and supportive, helping staff develop in their roles. Staff felt supported to give feedback and were treated equally, free from bullying or harassment. Staff understood their roles and responsibilities. Managers worked with the local community to deliver the best possible care and were receptive to new ideas. There was a culture of continuous improvement with staff given time and resources to try new ideas.

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.

Staff had contributed to the development of the practice vision and strategy, which was kept under review. The practice was aware of the projected increase in the local population and was working with partner agencies to address future challenges.

The service had inclusive leaders at all levels 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.

Staff told us leaders in the practice was approachable and responded to any concerns raised. Staff also told us leaders modelled the values of the practice. We saw the leadership team were engaged in the development of primary care services within the local area.
 

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, and we saw examples where staff had used the arrangements in place to positive effect.

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. We saw senior leaders had addressed concerns related to discrimination. Adjustments had been made to ensure all staff were valued, for example we saw adjustments to support disabled staff were in place.
 

The service had a well-defined governance structure outlining senior roles and responsibilities. However, some staff expressed uncertainty about their roles, with some covering additional responsibilities, such as infection control, without sufficient time to fulfil them effectively. Feedback from staff in the administrative teams indicated some felt they were not delivering the quality of service they aspired to due to a shortage of staff. The service was aware of the high turnover and were looking at changes to enhance the roles such as alternating jobs to help retention, as well as ongoing recruitment.

Human resource and clinical leads conducted regular meetings with staff to complete appraisals and performance reviews, ensuring ongoing development. The provider had established governance processes tailored to the needs of their service.

Staff could access all required policies and procedures. Managers held regular practice meetings with staff, during which they discussed clinical concerns and emerging risks. Managers clearly recorded any actions arising from these meetings and ensured they shared these with staff. Staff took patient confidentiality and information security seriously.
 

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.

Staff had made adjustments to improve coordination of their service with community healthcare services. The safeguarding team regularly attended meetings with social services to represent the service and ensure there was support where needed.

As not only the local primary care provider but also the primary care network, the practice was able to extend its services into the community and collaborate with existing providers. This integration strengthened support structures and enhanced awareness of local healthcare needs.
 

The service focused 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. They actively contributed to safe, effective practice and research.

To support patients in new ways, the practice introduced respiratory breathlessness packs for those with breathing difficulties, monitoring their effectiveness over time. Additionally, based on patient feedback, they aimed to conduct learning disability annual reviews in the community rather than at the practice, providing a more positive and comfortable environment for assessments.