Dr Umadevi Parameswaran Also known as Ashburton Park Medical Practice

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

At our last assessment, we rated this key question as Good. At this assessment, the rating remains the same.

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.

All staff had contributed to the development of the practice vision and strategy, which was kept under review. Staff feedback confirmed that they were asked for their views and they were listened to. For example, the practice had regular meetings and minutes we reviewed confirmed staff were updated and asked for their views on the service development.

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. They did so with integrity, openness and honesty.

Leaders had oversight of staff and provided appropriate supervision. They told us they reviewed consultation notes at the end of sessions periodically. This helped them identify any areas for development.

Staff and leaders told us they received regular supervision. One staff member said, “we can bring any concern to leaders and we are heard”. 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 worked with other practices in the primary care network and 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.

The practice had established Freedom to Speak up arrangements with other practices in the primary care network. Information, about the freedom to speak up guardian was on staff noticeboards. Staff we received feedback from were aware of how to raise concerns and said they felt confident to do so if they ever needed to.

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. Leaders told us they had an open-door policy, and staff could come to them with any concerns relating to harassment or bullying. Adjustments had been made to ensure all staff were valued, for example we saw adjustments to support staff with caring responsibilities.

The service had clear systems of roles and responsibilities however systems of accountability and governance required improving. They did not always act on the best information about risk, performance and outcomes, or share 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 most staff regularly to complete appraisals and performance reviews. However, documentation was not in place for all staff to evidence this.

The provider had established governance processes however improvements were required. For example, staff files we reviewed did not have all documentation required in line with requirements; training certificates had not been collected from staff to confirm they had completed safeguarding and learning disabilities and autism training.

Staff could access all required policies and procedures. Managers held regular clinical meetings during which they discussed clinical concerns and emerging risks. Managers clearly recorded any actions arising from these meetings however details were not always shared with the rest of the staff team. We discussed this with managers, and they confirmed they would ensure all information was shared

Staff took patient confidentiality and information security seriously.

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

The provider worked with other practices within their primary care network. Staff had regular meetings with partners such as the palliative care team and district nurses. We also saw evidence that they liaised with and hospital consultants and ICB partners.

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.