Nettleham Medical Practice Also known as Dr Waller and partners

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 requires improvement. At this assessment, the rating has changed to good.

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 continuous improvement with staff given time and resources to try new ideas. Whilst we saw clear processes for managing personal information, managers did not ensure paper records were stored securely at Cherry Willingham Surgery.

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 provider had a shared vision, strategy and culture based on transparency, equity, equality and human rights, diversity and inclusion, and engagement. Staff told us they understood the aims of the service and felt senior clinicians communicated clearly.

We saw posters displayed around the surgery informing patients and carers of the providers values, a patient charter was also included in the patient information leaflet.

Staff we spoke with said they were encouraged to contribute to discussions about the direction of the service and its future development, and to share ideas and reflect on how the service could continue to meet the needs of the people who used it. Leaders demonstrated an understanding of local needs and considered future challenges when planning improvements.

Staff told us managers and leaders were approachable, responsive and available for support when needed. They also told us that managers and leaders modelled the values of the service and promoted a positive and open culture. As the service had a small team, all staff contributed to discussions about the ongoing development and direction of the service.

The registered manager had oversight of the clinical day to day running of the service. They monitored clinical activity, supported staff in their roles and ensured that care was delivered safely and consistently. Staff told us they felt supported, and concerns were listened to and acted upon.

This leadership approach helped maintain consistent standards of care and supported the continued development of the service.

Managers told us they fostered a positive culture where people felt they could speak up and their voice would be heard. Staff told us they felt comfortable raising concerns with leaders and managers and were confident that issues would be taken seriously and addressed promptly.

There were clear processes for reporting concerns, and staff understood how to use them. Leaders encouraged open communication and regular discussion, which helped ensure that any issues were identified early and resolved effectively.

These arrangements supported a culture of openness and learning, where staff felt supported to speak up in the interests of safe and high-quality care.

The service valued diversity in its workforce and worked towards an inclusive and fair culture. Policies to promote equality and diversity were in place, and leaders addressed any concerns raised. Staff told us they felt respected, and adjustments were made when needed to support individual working needs.

The service had clear responsibilities, roles and systems of accountability, supported by good governance. Staff understood their roles, and the clinical leaders and registered manager maintained regular contact to oversee both clinical and administrative activity.

Governance processes were appropriate for the size of the service, and staff could access the required policies and procedures. Regular discussions took place to review performance, clinical issues and emerging risks, and any actions were recorded and shared with staff.

Leaders monitored risk, performance information and clinical outcomes, and shared relevant information securely with external professionals, such as local community health providers, when needed. Staff took patient confidentiality and information security seriously, and systems were in place to ensure sensitive information was handled safely.

Whilst we saw clear processes for managing personal information, managers did not ensure paper patient records were stored securely at Cherry Willingham Surgery.

Managers supported collaborative working with local partners such as the mental health team, district nursing and Age UK.

The service focused on continuous learning, innovation and improvement. Staff were encouraged to share ideas, and they discussed these together to identify practical changes.

Leaders also told us they were part of an active research programme and encouraged patient participation as research volunteers.

Feedback, training updates and learning from incidents were used to refine how care was delivered. Staff remained up to date with relevant guidance to support safe and effective practice.