Noakbridge 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

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. 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 supporting continuous improvement with staff given time and resources to try new ideas.

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. 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.

Feedback from staff described different examples of the practice mission statement and vision, staff described ‘working as a team’ and ‘patient focussed’. The practice was aware of the projected increase in the local population and was working with partner agencies to address future challenges.

The practice had inclusive leaders 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.

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. Leaders arranged debriefing sessions throughout the day to support staff to share concerns and learning. 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 practice 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. Staff were aware of how to raise concerns, and we saw examples where staff had used the arrangements in place to positive effect.

The practice 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. Leaders told us they were aware of difference religious beliefs and celebrations.

The practice did not always have clear governance systems. They did not always act on the best information about risk.

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; however, we found risk management processes required strengthening and embedding. For example, leaders described risks that could impact on the delivery of services, however leaders did not record risks in a register, and we did not see a risk management policy in place. During the assessment leaders implemented a risk register. Staff could access all required policies and procedures, although 2 required action to ensure the information was up to date and accurate. Whilst there was evidence of regular practice meetings to identify and manage performance, key risks and action planning was not always clearly documented.

Staff took patient confidentiality and information security seriously. Staff described was to keep patient information safe, and the practice had moved to a paperless system, where applicable.

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

The provider worked with other practices within their primary care network to offer extended access. Staff had made adjustments to improve coordination of their service with community healthcare services. The practice worked within a multi-disciplinary approach with services to support the frail, elderly and vulnerable population as part of Basildon Early Response Team (BERT). The aims of the team included admission avoidance and proactive care planning which identified high risk patients at home. A weekly Wellness café provided access and support to the local community. The practice accessed Transfer of Care Hub (TOCH) system-level coordination that helps facilitate the transition of people from hospital to home and other care settings.

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 contribute to safe, effective practice and research.

Staff knew about improvement methods, and we saw a range of audits had been undertaken to measure quality, however we did not see examples of second cycle audits to measure improvement. Leaders encouraged staff to develop themselves, and the practice, for example reception staff had worked with leaders to improve 24hr blood pressure monitoring processes within the practice appointment system. This ensured timely recording of blood pressure data within patient records.