Broseley Medical 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 the service’s leadership, management and governance assured high-quality, person-centred care and promoted an open and fair culture. At our last assessment, we rated this key question as good. At this assessment, the rating remains the same.

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.

All staff had contributed to the development of the service’s vision and strategy, which was kept under review. They worked in line with their mission statement which was to provide high-quality care in a responsive, supportive and courteous manner.

Leaders monitored and reviewed progress against the delivery of their strategy.

Staff and leaders actively promoted equality and diversity and worked to identify the causes of any workforce inequalities. They demonstrated a positive and compassionate listening culture that focused on learning and development.

Staff told us leaders promoted a positive working culture and shared examples of being valued by the leadership team. These included long service awards, birthday recognition, retirement/leaving gifts, work-life balance and flexible working opportunities, a time compensated system to support operational continuity while protecting staff wellbeing, social events held to strengthen team cohesion, and a relaxed uniform policy and hydration support during periods of high summer temperatures.

We did not look at Capable, compassionate and inclusive leaders during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Freedom to speak up during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Workforce equality, diversity and inclusion during this assessment. The score for this quality statement is based on the previous rating for Well-led.

Staff were managed by an effective leadership team. 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.

The service had an established staff team, with many staff having worked at the practice for numerous years which was acknowledged and celebrated. All staff we spoke with were clear on their individual roles and responsibilities, enjoyed working at the practice and felt very well supported in their work. Regular staff meetings were held to disseminate information, including any emerging risks and potential service improvements.

Staff took confidentiality and information security seriously, which included verifying people’s identity during calls and remote consultations. Staff submitted data and notifications to external agencies as required.

The practice registration with the Care Quality Commission (CQC) was incorrect in terms of registered managers. Leaders acknowledged this and advised they had since submitted the required documentation to CQC for review and consideration.

The service was aware of local challenges which affected their service, such as the projected increase in the local population over the coming years as identified in the local Neighbourhood Plan, a legal document that guides planning decisions in local towns. They were working with partner agencies to address these challenges whilst maintaining the existing building as a viable short-term baseline.

Leaders had also developed a capacity and premises development business case detailing long term plans for future development of the service, including appointing a permanent salaried GP to strengthen their clinical resilience. The desired outcome being sustainable, accessible and flexible local primary-care facility that can support the Broseley population and adapt to future growth.

The practice had an active Patient Participation Group (PPG) to represent the voices of people using the service. A PPG representative told us the practice worked with them to inform and improve outcomes for people using the service. In partnership with the practice the PPG was due to undertake a patient survey to obtain people’s views of the services provided.

Policies and procedures were in place to support good governance and were regularly reviewed. Leaders had developed a Quality Improvement Plan to provide accountability and help improve patient outcomes. Identified improvements included holding structured quarterly Partner meetings on a Saturday to dedicate time for high level governance and strategy discussions, managing a backlog in low-risk historical record summarising and the documentation of events to improve formal learning trends.

We did not look at Partnerships and communities during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Learning, improvement and innovation during this assessment. The score for this quality statement is based on the previous rating for Well-led.