Meon Health 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

The practice had an inclusive and positive culture of continuous learning and improvement. Leaders supported staff, they ensured there was collaboration with partners to coordinate and deliver care that was safe, integrated, person-centred and sustainable. We found effective governance and management systems in place ensuring the timely identification of risks, monitoring of performance and a focus on improving patient outcomes.

This service scored 64 (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 leadership team told us of their shared vision and strategy. This they were revising and updating to reflect changes to their practice. Staff showed commitment, compassion and interest in people. They told us they understood what was expected of them within their role and how this directly contributed to the wider organisation’s objectives. Reasonable adjustments were made where appropriate for staff promoting inclusion.

There were established systems in place to promote and ensure adherence to the values of the organisation. Staff completed training annually and were reviewed on their work. on the organisational objectives and their application to them within their work. The leadership team monitored and reviewed progress against delivery of the strategy and relevant local plans. They acknowledged and celebrated achievements.

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.

Staff told us their management team and colleagues acted with openness, honesty and transparency in the dealings with one another and patients. Staff told us they were trusted to work with autonomy but had the support and assurance of clinical oversight.

The practice had nominated speak up champions for staff to approach if they felt unable to directly raise concerns with the management team. Staff also had access to external speak up champions if they felt more comfortable to do so. Concerns raised by staff informally and formally were all recorded, investigated and responded to and any learning identified and shared to drive improvements.

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 told us they had established systems in place for sharing and learning from events. For example, staff told us how the practice had provided training and support for staff following the review and amendment of their policies and procedures for receipt and management of urgent tests results from secondary care.

We found clear and effective governance, management and accountability arrangements. Staff understood their role and responsibilities. Managers took account for the actions, behaviours and performance of their staff. There were established systems to manage current and future performance and risks to the quality of the service.

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.

Staff and leaders have a good understanding of the importance of and how to make improvement happen. They invested time and resources into listening to people’s experiences and made changes to improve the service. They referred to their patient participation group as critical friends and valued their experiences and contribution to improving the service.

There were established and known processes in place to identify and learn when things went wrong or could be improved both in the practices and locally within the Integrated Care Board. Leaders encouraged and welcomed staff to speak up, employing reflection and collective problem-solving.