Optimum Road Health Centre

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• 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 based on transparency, equity, equality and human rights, diversity and inclusion, and engagement. Staff told us they understood the aims of the service and felt the director communicated these clearly.

As a small team, all staff contributed to discussions about the direction of the service and its future development. The business vision was kept under review, and staff were encouraged to share ideas and reflect on how the service could continue to meet the needs of the people who used it. Leaders demonstrated an understanding of local needs and considered future challenges when planning improvements.

Staff told us the directors were approachable, responsive and available for support when needed. They also told us that the directors modelled the values of the service and promoted a positive and open culture. As the service had a small team, all staff contributed to discussions about the ongoing development and direction of the service.

The registered manager had oversight of the clinical day to day running of the service. They monitored clinical activity, supported staff in their roles and ensured that care was delivered safely and consistently. The directors and registered manager worked closely together to maintain effective oversight of clinical practice, including the work of the locum nurse. Staff told us they felt supported, and concerns were listened to and acted upon.

This leadership approach helped maintain consistent standards of care and supported the continued development of the service.

The service fostered a positive culture where people felt they could speak up and their voice would be heard. Staff told us they felt comfortable raising concerns with the directors or the registered manager and were confident that issues would be taken seriously and addressed promptly.

Although the service was small, there were clear processes for reporting concerns, and staff understood how to use them. Leaders encouraged open communication and regular discussion, which helped ensure that any issues were identified early and resolved effectively.

These arrangements supported a culture of openness and learning, where staff felt supported to speak up in the interests of safe and high-quality care.

The service valued diversity in its workforce and worked towards an inclusive and fair culture. Policies to promote equality and diversity were in place, and leaders addressed any concerns raised. Staff told us they felt respected, and adjustments were made when needed to support individual working needs.

The service had clear responsibilities, roles and systems of accountability, supported by good governance. Staff understood their roles, and the directors and registered manager maintained regular contact to oversee both clinical and administrative activity.

Governance processes were appropriate for the size of the service, and staff could access the required policies and procedures. Regular discussions took place to review performance, clinical issues and emerging risks, and any actions were recorded and shared with staff.

Leaders monitored risk, performance information and clinical outcomes, and shared relevant information securely with external professionals, such as NHS GPs, when needed. Staff took patient confidentiality and information security seriously, and systems were in place to ensure sensitive information was handled safely.

The service understood its duty to collaborate and work in partnership so that services worked smoothly for people. Staff shared information with other providers when appropriate and with the consent of the patient, including updates to NHS GPs to support safe and coordinated care.

The service maintained links with local healthcare providers and communicated with other professionals involved in a person’s care when this supported continuity and

safety. Where people required further investigation or specialist treatment, staff were able to refer them to private hospitals or advise patients to contact their NHS GP for referral into NHS services. This helped ensure timely access to care that met the person’s needs.

Leaders reviewed feedback and looked for opportunities to strengthen partnership working within the scope of a private service. These arrangements supported joined-up care and effective communication across relevant organisations.

The service focused on continuous learning, innovation and improvement. Staff were encouraged to share ideas, and the small team discussed these together to identify practical changes.

There was extra capacity in the building, which had been used to create a sensory room for children who found waiting areas difficult. Leaders also told us they were planning future developments, including offering autism assessments.

A quality improvement approach supported changes to processes, such as appointment systems and clinical pathways. Feedback, training updates and learning from incidents were used to refine how care was delivered. Staff remained up to date with relevant guidance to support safe and effective practice.