The Gables Medicentre

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 assessed all quality statements in the well led key question. 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. The practice was aware of the projected increase in the local population and was working with partner agencies to address future challenges.

Although leaders demonstrated some of the skills and experience required to lead effectively, we identified gaps in governance arrangements which limited their ability to identify and address issues in a timely way. However, leaders were open and responsive to feedback, demonstrated a commitment to improvement, and took prompt action to address issues identified during the inspection.

Staff understood the values of putting people first, treating them with dignity, and working together to provide safe and compassionate care. Leaders made sure these values were part of everyday practice rather than just statements on paper. The culture was open and respectful.

Staff described feeling valued and motivated in their roles, with leaders who listened and recognised their contributions. Staff told us they felt included and supported. They said managers were approachable and encouraged them to share ideas or raise concerns.

Regular meetings and supervision gave staff time to reflect on their work, learn from each other, and stay focused on what mattered most to the people they supported.

The service fostered a positive culture where people and staff felt they could speak up and their voice would be heard.

The service had an open culture where staff felt confident to speak up if they had concerns or ideas for improvement. Staff told us they were listened to and felt safe raising issues without fear of negative consequences. Leaders promoted honesty and transparency, encouraging staff to share concerns early so they could be addressed quickly. There were clear policies in place, and staff knew how to access them if they wanted to raise a concern formally. Regular team meetings and supervision sessions gave further opportunities for staff to talk openly about their experiences.

The practice had established Freedom to Speak up arrangements with other practices in the primary care network.

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.

Policies and procedures to promote diversity and equality were in place. Adjustments had been made to ensure all staff were valued, and the wellbeing of staff was supported.

The service promoted a culture of equality, diversity, and inclusion. Leaders ensured staff were recruited fairly and valued for their skills, knowledge, and personal qualities, regardless of background or personal circumstances. Training in equality and diversity was provided. Policies and procedures supported equal opportunities, and staff told us they felt respected and treated fairly.

The service’s roles and systems of accountability did not always demonstrate good governance.

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 that were appropriate for their service. Staff could access all required policies and procedures. 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.

However, there were gaps with emergency medicines and infection prevention and control oversight that had not been identified by leaders. The provider responded following the inspection to provide assurance that emergency medicines had been reviewed and changes actioned. Also, leaders took immediate action to implement strengthened Infection Prevention and Control (IPC) processes such as regular audits. Also, by appointing a clinical IPC lead to oversee all aspects of safety relating to IPC.

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 collaborate for improvement.

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.