Horizon Health Centre Also known as (within) For All Healthy Living 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 assessed all quality statements in the well led key question. Our rating for this key question is now good. Systems and processes that have been implemented since our last inspection have been embedded and are supporting the safe delivery of care. Staff were clear on their individual responsibilities and knew who was accountable for each aspect of the service. Leaders had oversight of the service to ensure the effective running of the service and were capable, compassionate, and inclusive. The service encouraged duty of candour, openness, and honesty.

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.

Staff were positive about the direction and culture the practice manager and lead clinician had promoted. They were encouraged by the positive progress they could see since the last CQC inspection and were looking forward to continuing with the ongoing improvements. They told us there was an open-door policy where they could access and speak openly to leaders. Staff were encouraged to keep their knowledge and skills up-to-date in line with continued professional development to support the service. Leaders informed us there was a strong emphasis on the safety and well-being of staff.

The service had a quality improvement plan to continue to progress their clear vision and commitment to people. The plan included areas that the service want to focus on such as embedding the recall system for people with long-term conditions and to develop a strategy for housebound patient care. Regular meetings and newsletters kept staff up-to-date with any changes or progress the service had made.

Staff told us they were well supported by leaders who were visible and approachable. They told us leaders supported them in professional and personal matters. Leaders were aware of their patient population and the locality. They explained the challenges of delivering good quality care and were working towards improvements. Leaders demonstrated the skills and knowledge required to influence others and understand their role in leadership.

Leaders included staff in their planning for the future. The service had identified the actions necessary to address these challenges and make improvements. Leaders were available and accessible to staff at all times.

Staff knew what a freedom to speak up guardian (FTSUG) was and how to access them. Staff felt confident to raise any concerns with their managers and leaders.

There were policies and processes in place to support speaking up and these were accessible to all staff online. The name and contact details of the freedom to speak up guardian was included in these.

Staff explained their understanding of equality, diversity and inclusion and had completed training in this area.

Staff had access to an equality, diversity, and inclusion policy and had completed relevant training. Newly recruited staff completed a monitoring form, so the service was aware of the diversity of their workforce.

Staff and leaders understood their individual roles and responsibilities. They were aware of the importance of confidentiality and information security. Staff told us learning was shared in team meetings and used to make improvements. Learning and development opportunities were identified during annual appraisals and appropriate training was sourced.

There were clear and effective processes for managing risks, issues, and performance. There was evidence of systems and processes for learning, continuous improvement, and innovation. Systems and processes were established and evidenced by the positive results from our remote clinical searches of patient records. Staff had access to all policies and procedures. Regular meetings were held to discuss clinical concerns, reviewed incidents, and share learning.

We received no specific feedback in this area.

Staff and leaders had established working relationships with community stakeholders sharing their specialist knowledge, skills and experiences. Leaders told us the service did not have an active Patient Participation Group however, this was something they were working towards restarting.

Partners told us the service is located in the heart of the community and the multi-disciplinary joined-up approach ensures appropriate actions are taken to support vulnerable people and manage concerns. They acknowledged the positive work the service carried out in the community to support better outcomes for people. One partner organisation told us “the surgery as a whole offers the local community a great deal of valuable support that is well accessed by the families”. Another told us “Horizon Health Centre has made a huge difference to the ability of local professionals to make a real difference to individuals and families on the estate”.

The service understood its patient population and had adapted its service to deliver to the community. For example, there were good working links with the local school and police and the service was planning to develop a clear vision for the future of a care home hub to support people living in the community.

Some staff told us enjoyed working at the service and had worked there for a number of years. They had been encouraged to develop their skills set to enable them to take on new roles, responsibilities and further their career. Learning needs were discussed in team meetings and individual needs were identified in annual appraisals which staff found helpful. Leaders told us they wanted to support and encourage staff to develop within the service.

The service worked within a multi-disciplinary team to identify vulnerable people and to work together to provide the right support for each individual. Representatives from the service actively participate in regular meetings where concerns were raised, and actions were discussed to improve outcomes for people. Leaders had developed a ‘score card’ to regularly review and monitor progress on patient safety. This enabled the service to have a clear up-to-date oversight of patient safety and swiftly address any issues.