Aylmer Lodge Cookley Partnership

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 79 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The practice 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. The practice was aware of the projected increase in the local population and had increased the size of the branch site to accommodate this. Staff told us that the practice was a supportive, friendly and caring place to work.

The practice 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. Staff told us leaders were compassionate and visible with an open door policy. 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 an established Freedom to Speak up Guardian both at the practice and externally with the primary care network (PCN). Staff were aware of how to raise concerns and felt confident appropriate action would be taken.

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. Reasonable adjustments were made to support staff to carry out their roles. Policies and procedures to promote diversity and equality were in place.

The practice 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 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 staff regularly to complete appraisals and performance reviews. 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 practice 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. There were many examples of how they worked in partnership with other services to improve patient outcomes. They shared this with other practices across the wider organisation. For example,they held a mental health awareness event and invited a variety of charities to attend. All patients who attended and completed the feedback form were either extremely satisfied or very satisfied with the event. They were also involved in a pilot scheme delivering menopause education sessions followed by a group consultation to perimenopausal women in lower socioeconomic groups.

The practice 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. Staff were given opportunities for learning and career development. Staff told us they felt supported to attend courses and progress within the practice.