Ombersley 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 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.

Leaders and staff 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. Leaders discussed the vison and values of the practice with staff during supervisions and appraisals. 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 exceptionally 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 always did so with integrity, openness and honesty.Staff told us leaders in the practice were 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.

Staff told us leaders in the practice were 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 practice had established Freedom to Speak up arrangements with a named Freedom to Speak up Guardian in the practice. Staff were aware of how to raise concerns and who they could speak to within the practice and externally.

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. Leaders had policies and procedures in place to promote diversity and equality. Adjustments had been made to ensure all staff were valued, for example staff could request to work flexible hours.

The service had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support. However, we did identify some areas for improvement in the clinical areas which leaders responded to straight away. Processes and protocols were put in place, so this was not missed in the future.

Leaders 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. Staff could access all required policies and procedures. Leaders held regular practice meetings with staff, during which they discussed clinical concerns and emerging risks. Leaders clearly recorded any actions arising from these meetings and ensured they shared these with staff. Staff took patient confidentiality and information security seriously. They had a Caldicott Guardian in placefor ensuring the ethical and legal use of confidential patient information.The Caldicott Guardian played a crucial role in protecting patient confidentiality and enabling appropriate information sharing for better care.

The service understood their duty to collaborate and work in partnership, so services work seamlessly for people. They shared information and learning with partners and collaborated for improvement. Staff and leaders worked in partnership with key organisations to support care provision and promote joined up care. This included work with their local primary care network (PCN) and Integrated Care Board. Members of the leadership team had key roles within the PCN which had supported improvements in the treatment they delivered. Due to this, the practice were usually a pilot site which enabled leaders and staff to further shape the development of patient care.

The service had a strong focus on continuous learning, innovation and improvement across the organisation and local system. They always encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe, effective practice and research. Leaders constantly looked for ways to improve the quality of the service they offered. For example, this could be through extended opening hours and hiring additional staff where the need was identified. All staff were encouraged to put forward and test out new ways of working. For example, a member of staff had suggested making a video using staff from within the practice such as the physiotherapist to explain their role. This was then made available for patients to access. One GP was working with the ICB on research into pancreatic cancer. Other GPs in the practice worked within the community hub provided by the primary care network which provided enhanced access for people who needed appointments outside of working hours. This meant patients were often seen by a GP they were already familiar with and this gave continuity of care.