South View Partnership

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 has remained good. We found that the service was providing well led services in all of the quality statements that were reviewed in this assessment.We found that leaders had a strong commitment to improvement activities which involved listening to staff and helping to drive improvement across the organisation and local system.

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 detailed clear vision and values for the service. This was shared with staff who they told us had input into the direction of the service. Staff told us that they felt engaged by leaders. They told us that they were listened to, and detailed examples of how they had contributed to the development of the service. Staff were aware of and understood the vision, values and strategy and their role in achieving them.
The service had a realistic strategy and supporting business plans to achieve priorities. The strategy was in line with health and social priorities across the region. The provider planned the service to meet the needs of the local population. The provider monitored progress against delivery of the strategy.
 

Staff told us that leaders at all levels were visible and approachable. They told us that they worked closely with staff and others to make sure they prioritised compassionate and inclusive leadership.
There were clear lines of responsibility to support capable and inclusive leadership. The practice had put in place clear job descriptions and parameters for all staff and had ensured staff were aware of their roles and responsibilities.
 

The service fostered a positive culture where people felt they could speak up and their voice would be heard. There was freedom to speak up policy in place at the service. Staff told us they understood how to raise concerns and were confident that the leadership of the organisation would act on them.

Leaders told us that the service actively promoted equality and diversity. It identified and addressed the causes of any workforce inequality. Staff told us that they felt equality and diversity was respected by leaders and the service.
Staff had received equality and diversity training. Leaders provided an environment free from discrimination and harassment, where staff contribution was valued, and they were protected from abuse.
 

Leaders had developed a governance structure that provided oversight by leads at the service. Staff were clear on their roles and accountabilities including in respect of safeguarding, medicines management and infection prevention and control. Leaders detailed and demonstrated that they had established proper policies, procedures and activities to ensure safety and assured themselves that they were operating as intended.
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 we spoke to demonstrated that they took patient confidentiality and information security seriously.
 

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.
The service had an active patient participation group. As part of the assessment, we interviewed four members of this group. They told us that leaders at the service were open to their contributions and shared proposed changes at the practice before they were implemented. They told us that leaders actively engaged with them.
 

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.
The practice had a quality improvement plan in place to help drive improvements in services. This focused on improving patient experience.For example, we found that leaders have a strong commitment to improvement activities which involves listening to staff and helping to drive improvement across the organisation and local system. For example, the service devised a quality improvement project in response to staff concerns about an increase in workload relating to administrative tasks. The service shared approaches with other providers to drive improvements within the organisation and locally.

The service participated in a wide range of local projects with the aim of improving the care provided to patients. For example, the service successfully applied to participate in a local pilot to look at the feasibility of introducing primary care based teachable moments consultations for patients referred on head neck and lung urgent suspected cancer pathways.

The service also successfully applied to participate in a pilot to identify covid patients who may benefit from a new approach to treatment including a 10-week digital rehabilitation group delivered by Guy’s and St Thomas’ Hospital Multi-disciplinary Team.

The service held monthly clinical education meetings attended by an expert speaker to meet identified leaning needs. For example, a recent meeting was attended by a psychiatrist to discuss mental health in primary care.