Langley 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 service leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture

At our last assessment, we rated this key question as Good. At this assessment, the rating remains the same.

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 practice 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 had contributed to the development of the practice vision and strategy, which was kept under review. For example, all staff had contributed to the practice mission statement to best reflect the shared work ethic and vision.

The practice was aware of the projected increase in the local population and was working with partner agencies to address future challenges.

Staff we spoke to told us they felt valued and trusted and that their views were listened to and concerns acted upon. Staff and patients were treated with openness, support and care.

The practice 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.

Staff told us leaders modelled the values of the practice. We saw the leadership team worked with other practices in the primary care network and were engaged in the development of primary care services within the local area.

Staff told us, leaders were visible, approachable, and responsive and there was a clear structure in place, including lists/charts that outlined individual roles, such as safeguarding leads and duty doctor rota.

The practice fostered a positive culture where people felt they could speak up and their voice would be heard. Staff said there were no barriers to speaking up and their views were listened to and acted upon. This aligned with the management approach of being actively engaged with staff to seek their views.

The practice had established Freedom to Speak up arrangements with other practices in the primary care network. Staff were aware of how to raise concerns.

The practice 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. We saw senior leaders had addressed concerns related to discrimination. Adjustments had been made to ensure all staff were valued.

Training records, including a mixture of clinical and non-clinical, we looked at showed that staff had completed equality and diversity training.

We did not receive any negative feedback from practice staff we spoke to, regarding equality, diversity and inclusion. Staff told us they felt supported by management and worked as part of a team.

The practice 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 the practice. 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.

We saw evidence of regular meetings for clinical and non-clinical staff. These were comprehensively recorded and included wide ranging discussion of relevant issues.

The practice 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 worked with other practices within their primary care network to share best practice, training opportunities and quality improvement projects.

It also provided opportunities for relevant patient cohorts to meet with other health professionals in health promotion events. These had included: the air ambulance service, Alzheimer’s society, diabetes and Kingston carers network.

Staff had made adjustments to improve coordination of their service with community healthcare services.

The practice 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.

The practice had a quality improvement plan in place to help drive improvements in services This focussed on the appointment system. All staff were encouraged to put forward and test out new ways of working, and we saw examples of the nursing staff.

The practice had encountered a range of difficulties related to its location, these included:

• Limited on-site parking available, which in recent years had been exacerbated by decreased availability of on-street parking (arising from changes implemented by the local authority). The lack of parking had often resulted in patients arriving late for appointments and attending the practice with increased levels of anxiety. The practice had made recommendations to help improve parking for them and other tenants, but none have been agreeable to other tenants of the building. The practice continued to seek a reasonable solution.
• The practice had made maximum use of its allocated rooms within the building, however, increasing patient demand forced it to seek solutions for expansion. At the time of assessment, it was in negotiation with the landlord for potential access to a shared room on the first floor of the building.

At our last inspection we identified one area of outstanding achievement – the practice was running a range of in-house clinics including: dermoscopy, dermatology, chlamydia screening, and a nurse-led chronic pulmonary disease clinic. These had reduced hospital admissions by up to 53% (dermatology) and 14% (respiratory medicine). At this assessment we found that some areas previously regarded as outstanding practice were now embedded throughout other GP practices and, accordingly, are now rated as good.

At this assessment the practice told us about a range of initiatives it had been involved in, including:

• Since 2020 the practice had used text messaging for direct patient contact.
• In February 2023 it had introduced a total triage system for online access. Total triage works on the basis that a GP reviews all patient contacts seeking an appointment or medical advice, then directs the patient to the most appropriate resource.
• It had introduced an improved phone system. The new system provided a range of enhancements, including a call-back facility to reduce waiting times and
• Surgery Connect, offering call back facility, reducing waiting times, enhanced staff efficiency using an integrated clinical system and allowing better remote working with the integrated phone bar in laptops.

• It was making increasing use of artificial intelligence (AI) programmes to improve note recording in patient records and clinical coding of issues patients experienced.
• In 2025 it had joined unpaid screening programme to improve lung cancer detection rates.
• In 2023 the practice’ work on cervical screening had been recognised as best practice by the local Cancer Partnership. Cancer Partnerships, also referred to as cancer alliances, bring together clinical leaders, hospital trusts, GPs, and other stakeholders to plan and improve cancer services.
• In early 2026 the practice was due to participate in the employment of a new lead safeguarding role to co-ordinate and manage child and adult safeguarding across the PCN.