Saltley Centre for Health Care

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 assessed 7 quality statements from this key question. We found evidence to demonstrate the action taken to address the issues identified at the last inspection. At this assessment that there were areas for further improvement, our discussion with practice staff assured us that they were aware of these and had already taken action to improve governance arrangements. Leaders and staff had a shared vision and culture based on listening and learning. Leaders were visible, knowledgeable and supportive, helping staff to develop in their roles. Most 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 welcomed new ideas.

This service scored 71 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

At the time of this inspection, staff we spoke with were positive about the culture of the practice. They found leaders supportive of their wellbeing and they operated zero tolerance of aggression towards staff.
 

The practice had a shared vision, strategy and culture. This was based on engagement and understanding the challenges and the needs of people in their community.

The practice had a stable leadership team who each took responsibility for various aspects of the practice. Leaders demonstrated a thorough understanding of issues, challenges and priorities within the service and worked together with staff to improve these continuously. One of the challenges identified was staffing, which included a review of the skill mix to ensure staffing levels were safe and effective to meet the needs of their patient population. The leadership team had addressed this and employed 3 salaried female GPs and 2 salaried male GPs.

All practice staff told us leaders in the practice were approachable and responded to any concerns raised. We saw the leadership team worked with other practices in the primary care network (PCN) to promote learning and were engaged in the development of primary care services within the local area.

Staff we spoke with were positive about the culture of the practice. They found leaders supportive of their wellbeing and they operated zero tolerance of aggression towards staff. The practice had a named freedom to speak up guardian and staff felt able to raise concerns.

The service valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for practice staff, patients and others who used the service.

Policies and procedures to promote diversity and equality were in place. Adjustments had been made to ensure all staff were valued, for example adjustments had been made to support staff with additional needs where required.

A sample of staff records showed that all staff had received and were up to date with Equality and Diversity training as part of the practice’s mandatory training requirements.
 

Staff took patient confidentiality and information security seriously and all staff had a signed confidentiality agreement in place. Staff had access to training in relation to information governance and General Data Protection Regulation (GDPR) as part of the practice’s mandatory training requirements.

There were governance arrangements in place, which were regularly reviewed. This included for example, the regular review and update of policies and procedures by the management team. This ensured they remained appropriate and effective to the business need as it developed. The practice had clear responsibilities, roles and systems of accountability. These arrangements supported the management and delivery of a good quality service, sustainable care and treatment. Practice staff acted on information about risk, performance and outcomes, and shared this securely with others when appropriate.

The provider worked with stakeholders and GP practices within their Primary Care Network (PCN). This allowed for sharing and learning to promote improvement in patient care. Learning events were discussed with the wider primary care network to drive improvement across the local areas.

Practice staff told us that they were encouraged by the management team to contribute to safe and effective practice by encouraging learning and access to research. There was a strong focus on continuous learning, innovation and improvement across the organisation.

We found minutes of meetings showed evidence of improvement and learning from clinical audits and incidents were being identified and implemented. We saw these areas were included as regular agenda topics and the minutes of detailed discussions held, action to be taken and learning for staff were shared.

Staff received regular appraisals to discuss their learning and development needs and performance. Practice staff were encouraged to develop their skills to maintain competences and professional development was supported.

The practice management team reviewed and analysed patient feedback for themes and trends. This included the outcome of the national patient survey, completed friends and family feedback forms and the practice’s own patient survey results. An action plan was developed to support improvement and learning at the practice.