St John's 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

This is the first inspection for this service since its registration with CQC. 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 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.

All staff contributed to shaping the practice’s vision and strategy, which is guided by core values of commitment, accountability, respect, and excellence. The practice, in partnership with the 8 practices across Walsall owned by Modality, were committed to supporting internal staff development and growth. The service promoted staff communication locally with regular meetings and huddles. As part of Modality Walsall, staff were also engaged in broader organisational initiatives, including feedback sessions focused on the practice’s vision and care values. Staff who demonstrated excellence in core values were recognised through internal awards. In addition, the leadership team put together a divisional newsletter to inform staff of developments and were working with staff in understanding what makes their working week better and implementing some of their suggestions.

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. They also had the structure and support of the wider Modality Walsall team adding strength and knowledge to what they offered.

Staff responses to a survey the CQC put to them as part of this inspection showed a well-functioning, collaborative and patient focused team. Staff told us they were well trained, that they felt supported and were engaged in continuous improvement.

Staff told us leaders in the practice were approachable and responded to any concerns raised. Staff also told us leaders modelled the values of the practice. We saw the leadership team worked with other practices in the primary care network (PCN) 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.

The practice had established Freedom to Speak up arrangements with other practices within Walsall Modality. Staff were aware of how to raise concerns and told us they were confident to speak to management and partners within the practice.

The service valued diversity in their workforce. They work 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. Equality and diversity training had been completed by all staff and was completed as part of their initial induction process. Staff were supported through regular one to one meetings and appraisals where the services commitment to being an inclusive practice was reinforced.

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 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. 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 Modality Walsall leaders met weekly and with the surgery manager and partners twice monthly. Modality had centralised business support who managed processes including payroll, Human Resources (HR), purchasing and reporting statistics centrally for the surgery.

The service understood their duty to collaborate and work in partnership, so services work seamlessly for people. They share information and learning with partners and collaborate for improvement.

The provider shared information on their notice boards, around local community services and worked with other practices within their PCN to offer extended access including Saturday and Sunday and bank holidays as well as evenings. They also utilised clinicians within their PCN, as well as support from clinicians across modality Walsall.

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 contribute to safe, effective practice and research.

Modality had set up an online coaching lifestyle application (App) which the surgery had been using for 7 months. Patients could download to their phone which had a real live coach at the end which could be used for support and advice with obesity, weight management, blood pressure control, hypertension, sleep hygiene, and diabetes. As an outcome of this St Johns Medical Centre had found a 10% reduction in HbA1c for patients using this app and also a drop in blood pressure and weight.

The surgery had taken on the complex care homes within the area and successfully set up a system of a dedicated GP (3 sessions a week) and an ACP, alongside their clinical pharmacy team, to ensure continuity of care and responsive care when new patients are brought into the care homes.