Clifton Park Hospital Limited

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

At our last assessment we rated this key question good. At this assessment the rating has remained good. This meant the service was consistently managed and well-led. Leaders and the culture they created promoted high-quality, person-centred care.

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.

We have a shared vision, strategy and culture that is based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding and meeting the needs of people and our communities.

We scored the service as 3. The evidence showed a good standard. 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.

The diagnostic manager understood their strategic priorities and how they related to wider hospital services and were using the getting it right first time (GIRFT) model to improve their service.

Staff knew and understood the provider’s vision and values and how they were applied in the work of their team. Staff worked together as a team to provide high quality care.

Staff were able to share and progress ideas to improve the service and had worked together to develop the pain imaging service to improve pain management care for the local population.

The senior leadership were visible and staff we spoke to said they were approachable.

We have inclusive leaders at all levels who understand the context in which we deliver care, treatment and support and embody the culture and values of their workforce and organisation. They have the skills, knowledge, experience and credibility to lead effectively and do so with integrity, openness and honesty.

We scored the service as 3. The evidence showed a good standard. 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.

The diagnostics imaging service manager was visible across the service to both staff and patients.

The senior leadership team were visible, and staff told us they were approachable and open to new ideas.

The diagnostics manager and the team had a clear understanding in how their service contributed to the patient experience across all departments.

We create a positive culture where people feel that they can speak up and that their voice will be heard.

We scored the service as 3. The evidence showed a good standard. The service fostered a positive culture where people felt they could speak up and their voice would be heard

There was a clear framework for staff to raise any concerns, speak up for safety was embedded within the organisation for staff to raise any concerns. There had been no freedom to speak up concerns across the department.

We value diversity in our workforce. We work towards an inclusive and fair culture by improving equality and equity for people who work for us.

We scored the service as 3. The evidence showed a good standard. 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.

The provider undertook equality monitoring of staff within the service to ensure it was diverse in its make-up and representative of the patient group. Staff told us that the organisation was flexible allowing them to flex shifts to maintain a work life balance.

The hospital had equality and diversity networks in place.

All staff had completed equality and diversity mandatory training.

We have clear responsibilities, roles, systems of accountability and good governance to manage and deliver good quality, sustainable care, treatment and support. We act on the best information about risk, performance and outcomes, and we share this securely with others when appropriate.

We scored the service as 3. The evidence showed a good standard. 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. They act on the best information about risk, performance and outcomes, and share this securely with others when appropriate.

There were clear governance structures in place that provided assurance of oversight and performance against safety measures. The radiology manager contributed to the monthly patient safety and patient governance committee meetings.

Staff undertook or participated in local clinical audits. The audits were sufficient to provide assurance and staff acted on the results when needed.

Staff understood the arrangements for working with other teams, both within the provider and external, to meet the needs of patients.

Staff maintained and had access to the risk register at department level.

Staff had access to equipment and information technology needed to do their work.

Information governance systems included confidentiality of patient records.

We understand our duty to collaborate and work in partnership, so our services work seamlessly for people. We share information and learning with partners and collaborate for improvement.

We scored the service as 3. The evidence showed a good standard. 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 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 diagnostic lead worked with the senior leadership team to deliver the requirements from the Integrated Care Board (ICB). They responded to the needs of the service developing new services, including a fast-track MRI knee and pain management imaging service.

We focus on continuous learning, innovation and improvement across our organisation and the local system. We encourage creative ways of delivering equality of experience, outcome and quality of life for people. We actively contribute to safe, effective practice and research.

We scored the service as 3. The evidence showed a good standard. 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.

Leaders actively looked for opportunities to develop the service to improve patient care. Senior leaders supported staff to improve the service, the quality improvement and the diagnostics team had worked together to develop the pain imaging service. Developing the service enabled radiography staff to develop their skills.

The radiology department had faced limitations in procedural space and had redesigned space to facilitate the treatment of more patients to improve outcomes.

The diagnostic service had implemented a Rad Alert AI system which enabled accelerated communication and prevented delays of patient reviews to clinical decision making and ongoing care to improve patient outcomes.