Quinton Practice

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 in October 2023, we rated this key question as requires improvement. At this assessment, the rating has changed to Good. The practice had addressed the concerns identified at the previous inspection.

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, engagement, and understanding challenges and the needs of people and their communities.

The practice mission statement was to provide the best possible care for patients, improving their health journey and involvement in their own care.

Their vision was to provide better quality services, working with local services, giving an overall better experience to the patients they care for.

Staff had contributed to the development of the practice vision and strategy, which was kept under review.

Leaders told us they had worked hard to maintain a positive and supportive culture within the practice through regular team events, appreciation of staff contributions, wellbeing initiatives and ongoing support for professional development.

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 visible, very approachable and responded to any concerns raised. Staff also told us leaders modelled the values of the practice, were effective and well respected by the staff team. They spoke highly of the practice leadership team and of the support they provided.

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

There were established Freedom to Speak up arrangements in place within the practice and the local Integrated Care Board that staff could access. Staff were aware of how to raise concerns and told us they felt confident and were supported to speak up, raise and challenge decisions directly with leaders.

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. Systems were in place to address any concerns related to discrimination. Adjustments had been made to ensure all staff were valued.

Staff well-being was supported through health and wellbeing support packs, a wellbeing notice board, team outings and flexible working arrangements to accommodate their individual needs.

Leaders told us since the last inspection they had worked hard to strengthen governance structures with clearer leadership responsibilities between the GP partners, the Practice Manager and Reception Manager. Regular governance and clinical meetings had been introduced, improvements had been made to their safeguarding processes, significant event and complaints trend analysis, structured supervision systems and protected management/governance sessions. In addition, they had also strengthened their processes for structured medication reviews, patient safety searches, consultation reviews and chronic disease monitoring systems.

We found the service had clear responsibilities, roles, systems of accountability and effective 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 share this securely with others when appropriate.

Leaders told us their managerial structure was defined as ‘flat hierarchal’, enabling the direct involvement of the team in the decision-making process, enhanced communications and rapid responses to business issues, but ultimately a collaborative working environment, promoting continuous improvement and innovative thinking.

Leaders and managers supported staff, and all staff we spoke with were clear on their individual roles and responsibilities. A GP Partner told us following the last inspection and rating they had attended events about CQC to improve their working knowledge of Regulation.

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 meetings with staff, during which they discussed clinical concerns and emerging risks. Managers clearly recorded any actions arising from these meetings and ensured these were shared with staff.

Staff had access to a WhatsApp group to share information in addition to a monthly Newsletter. The Newsletter included a range of information including any changes in staff, annual leave, upcoming training events, performance, medication and safety alerts in addition to patient feedback. Staff 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 collaborate for improvement.

The practice was part of the Cannock Villages Primary Care Network (PCN) which comprised of 11 GP practices. They delivered enhanced services, shared workforce for example, a care co-ordinator, social prescriber, clinical pharmacists, physiotherapists, and a mental health practitioner (MHP), and aligned with the NHS vision of integrated care. These staff worked alongside the core team to enhance patient care and provided patients with access to specialist support closer to home. Staff told us they engaged well with their PCN and shared ideas to improve patient care.

The practice had a Patient Participation Group (PPG). We spoke with the Chair of the group who told us the PPG had developed a good working relationship with the practice and meetings held were positive. Meetings were held quarterly and efforts were being made to improve uptake of members. The PPG representative told us they were encouraged to share any feedback and offer suggestions to improve patient experience. They told us leaders kept them well informed about any changes to the practice, for example the move to the total triage appointment booking system.

The practice was part of the NHS Staffordshire and Stoke on Trent Integrated Care Boad (ICB). The practice told us they had developed an excellent working relationship with the ICB and remained fully committed to working with the ICB. Feedback we received from the ICB confirmed this.

The practice provided a service to a small number of patients in 2 local care homes. Feedback from care home representatives was very positive. Representatives told us the practice worked well in partnership with them and other professionals and demonstrated they had their service users’ needs as their priority.

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 and research.

Leaders were aware of the current challenges the practice faced, which included increased demand for services and work/life balance, building constraints, patient expectations and changes to the GP contract. They told us they were constantly planning ahead for the ever-increasing pressures on the NHS.

The practice had a business development plan in place to help drive improvements in services. All staff were encouraged to put forward and test out new ways of working.

The practice had undertaken a range of clinical audits as part of their quality assurance to improve patient care. We reviewed a number of 2 cycle clinical audits which demonstrated improvements in patient care.

The practice became a training practice in 2023. Leaders told us the practice was an innovative and forward-thinking practice with a fully committed team, offering an excellent level of patient care and would continue to do so but would seek to enhance the services offered to their patient group.

The Practice had achieved Veteran Friendly GP Accreditation since the last inspection.

The practice was the lead research practice for their Primary Care Network (PCN) and last year included the whole PCN in research activity.

Leaders told us they continued to expand and improve their other clinical services, including minor surgery, electrocardiogram (ECG) services, and PCN wide services including spirometry and implants/coils. They also ran the weight management clinic for the PCN last year.

Leaders told us they remained reflective as a practice and fully recognised there were always areas where they could continue improving further. These included strengthening recall systems, asthma post-exacerbation reviews, medicines optimisation work and multidisciplinary attendance at safeguarding and palliative care meetings. They told us they were proud of the progress they had made, and the commitment shown by the whole team towards providing safe, compassionate and high-quality care for patients.