Dr Heath Prescot 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 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 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 service had a shared vision, strategy, and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, as well as 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. The practice operated as an accredited training practice and the leadership were committed to working collaboratively with their PCN to achieve positive outcomes for their patients. Systems were in place to ensure compliance with duty of candour. There was a named freedom to speak up guardian, and all staff had completed mandatory training which included equality and diversity.

There was an open culture, clear learning, and regular team meetings. The management team promoted the reporting of incidents to encourage continual improvement.

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.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 PCN and were engaged in the development of primary care services within the local area. We received 16 staff feedback forms which contained positive feedback demonstrating staff felt listened to and that leaders were visible and approachable.

The service fostered a positive culture where people felt they could speak up and their voice would be heard.Staff and leaders acted with openness, honesty, and transparency. Leaders encouraged staff to raise concerns and promoted the value of doing so. Staff had clear, safe routes to raise concerns, there was a whistleblowing policy and staff had access to a freedom to speak up guardian.

The service valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who worked for them.All staff had access to regular appraisals, one to ones, team meetings, coaching, and mentoring. There was an induction process in place for new staff and staff told us they were supported. Training was available and they felt able to ask for advice. Adjustments had been made to ensure all staff were valued, for example we saw adjustments to working patterns to support staff with a better work life balance.

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 acted on the best information about risk, performance, and outcomes, and shared 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. Staff could access all required policies and procedures. Managers held regular practice meetings, during which they discussed clinical concerns and emerging risks. Meetings were clearly recorded and actions arising were shared with all staff. Patient confidentiality was taken seriously.

Leaders understood their duty to collaborate and work in partnership, so services worked seamlessly for people to share information and learning with partners and collaborate for improvement.The practice was part of the PCN who met regularly to deliver services to meet patients’ needs.The practice offered extended access. Staff adjusted and collaborated with local services to further support community healthcare services.

Leaders and staff were proactive in sharing ideas and using good practice to improve care. They regularly listened to feedback from patients and the community, using it to shape and assess new ways of working. Staff had time and support to build their skills in improvement and innovation, and there was clear evidence of this being put into practice. Everyone was encouraged to come forward with ideas and take ownership of change.The service worked within a multi-disciplinary team to provide the right support for patients. The service actively participated in regular meetings where people’s care, and treatment needs were discussed to improve their outcomes. There was a focus on continuous learning and improvement within the service.