Queensview 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. We found there was an inclusive and positive culture of continuous learning and improvement shared by all staff. There were effective, well embedded governance systems that aimed to manage risks and keep people safe. Leaders had a clear business plan and gathered feedback and information about risks, performance and outcomes which they used effectively to make decisions about future developments. 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. This key question has been rated as good.

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 practice had a very clear 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. Leaders described their commitment to developing a caring and inclusive service, dedicated to improving the health of the local population. The practice promoted a positive, compassionate, listening culture that supported trust and understanding between staff and patients using the service.

The practice had exceptionally 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 always did so with integrity, openness and honesty. Staff told us leaders in the practice were approachable and responded to any concerns raised and modelled the values of the practice. We saw the leadership team worked with other practices in the primary care network and were engaged in the development of primary care services within the local area.

The practice fostered a positive culture where people felt they could speak up and their voice would be heard. The practice had a Freedom to Speak up policy that included relevant information about how to contact the Freedom to Speak up Guardian. Staff knew who the Freedom to Speak up Guardian was. Staff told us they were able to raise concerns to each other and leaders at the practice, they told us their concerns were valued and acted upon appropriately.

The practice 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. There were robust, fair and transparent recruitment policies and procedures. All staff had completed equality and diversity training. Adjustments had been made to ensure all staff were valued. Staff felt included and leaders had a structure in place to ensure staff had equal opportunities for career development.

The practice had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver high-quality, sustainable care, treatment and support. They always act on the best information about risk, performance and outcomes, and share 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. Managers met with staff regularly to complete appraisals and performance reviews. The provider had established governance processes that were appropriate for their service, including systems to support effective medicines optimisation and review of patients with long term conditions. 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.

The practice clearly understood and carried out their duty to collaborate and work in partnership, and services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement.

The provider worked with other practices within their primary care network (PCN) to offer extended access, develop improved ways of working and share resources to support the local population. Staff worked with community healthcare services, including through established meetings centred on the care of people who were housebound or had long term conditions.

There was an active and well-established patient participation group (PPG). which was supportive of the practice in driving improvements. The PPG acted as a channel for communication between the local community and the practice. We spoke with a member of the PPG who gave positive feedback about the practice and gave examples of improvements which had been made following patient feedback. The PPG had experienced difficulty with attendance and formal meetings since the Covid 19 pandemic. However, a representative we spoke with described recent successful initiatives to increase representation within the PPG, as well as formulating a virtual PPG to increase community input. They discussed close working relationships with prominent local communities, for example the local Sikh community and Gurdwara who had supported with the delivery of Covid vaccine clinics.

The service focused on continuous learning, innovation and improvement across the organisation and local system. The practice was a training practice. They supported GP registrars, who were qualified doctors training to become GPs. There was evidence of a strong commitment to supporting learning and development in others. Staff were supported with career development opportunities. Learning from significant events and complaints supported continuous improvement across the service.