Seaton Surgery

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 provider leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and
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 provider had a clear and shared vision, strategy and culture, underpinned by the principles of transparency, equity, equality, human rights, diversity, inclusion and engagement. Leaders and staff demonstrated an understanding of the challenges facing the local community and the importance of providing providers that met people's needs.

Staff told us they had contributed to the development of the provider vision and strategy, which was regularly reviewed to ensure it remained relevant and effective. Key governance documents were in place, including a mission statement and a business development plan.

Staff consistently described the culture as positive, supportive and inclusive. They told us there was an open-door approach from leaders, who were approachable and accessible. Regular meetings provided opportunities for communication, engagement and shared learning across the team.

The provider had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support. Leaders embodied the culture and values of the organisation and demonstrated the skills, knowledge, experience and credibility required to lead effectively. They led with integrity, openness and honesty. Staff told us leaders were approachable, supportive and responsive to concerns. They described a positive culture that promoted wellbeing, openness and teamwork. Leaders supported flexible working arrangements, encouraged professional development through appraisals and feedback, and ensured an appropriate mix of skills across the workforce.

We saw that the leadership team worked collaboratively with other providers within the Primary Care Network (PCN) and contributed to the development of local primary care services. They also participated in PCN-wide initiatives, including programmes aimed at reducing health inequalities and improving outcomes for local populations.

The provider fostered a positive culture where people felt able to speak up and were confident that their views would be listened to and acted upon. The provider had clear processes in place to support staff in raising concerns and provided guidance to ensure they understood the options available to them. Staff demonstrated a good awareness of these arrangements and told us they felt comfortable speaking up when needed. An internal Freedom to Speak Up Guardian was in place to provide additional support and guidance. For staff who preferred not to raise concerns internally, information was available on external speaking-up routes and sources of advice.

The provider valued diversity within its workforce and promoted an inclusive and fair culture. Policies and procedures were in place to support equality, diversity and inclusion. For example, recruitment processes were managed through NHS Jobs using anonymised applications at the initial stage of recruitment, helping to ensure candidates were assessed fairly before shortlisting decisions were made.

The provider recognised that not all disabilities are visible and had processes in place to identify and implement reasonable adjustments where required. Staff had access to occupational health providers to help assess their needs and provide appropriate support. Adjustments included height-adjustable desks, ergonomic chairs and specialist cushions for staff with health conditions or disabilities. These measures helped create an inclusive working environment where staff felt supported and able to perform their roles effectively.

The provider had clear governance structures, defined roles and effective systems of accountability to support the delivery of safe, high-quality and sustainable care. Staff understood their individual responsibilities and received appropriate support through regular appraisals, performance reviews and day-to-day management oversight. Managers held regular provider meetings where clinical concerns, risks and provider developments were discussed, with actions recorded and shared with staff.
The provider had a range of processes in place to support effective governance and continuous improvement. Significant event analyses (SEAs) were reviewed monthly, alongside daily huddles and regular team catch-ups to identify and respond to emerging issues. Business continuity arrangements were in place, including mutual support arrangements with another provider. Policies and standard operating procedures were regularly reviewed, with electronic alerts notifying staff when documents required updating. Leaders used learning from incidents, complaints and near misses to improve. For example, following a data breach near miss, the provider introduced a new protocol and pathway to strengthen information governance arrangements.
Performance and quality were monitored through regular meetings, audits and reviews. The provider demonstrated a strong focus on prescribing quality, supported by an effective pharmacy team, and worked collaboratively with partners to achieve targets through initiatives such as the Impact and Investment Fund (IIF). Leaders reviewed patient feedback, including National GP Patient Survey results, to help improve access and appointment systems. They also monitored DNA (Did Not Attend) rates, shared data with patients displayed within the waiting area and worked with the Patient Participation Group to identify ways of reducing missed appointments. The provider had also reviewed its workflow processes, using both external and internal approaches to support provider improvement and efficiency.

The provider understood the importance of collaboration and partnership working to ensure people received coordinated and seamless care. The provider worked closely with other providers within the Primary Care Network (PCN) to deliver services such as extended access appointments and vaccination programmes. Staff had also strengthened links with community providers through regular multidisciplinary meetings focused on patients at increased risk of hospital admission. Community matrons had access to the clinical system and could communicate directly with the provider to support timely and coordinated care.

The provider actively engaged with patients, partner organisations and the wider community to support improvement. Feedback from aligned care homes was positive, and staff maintained regular contact through ward rounds and visits. The provider also participated in initiatives to improve prescribing, screening uptake, access to services and reduce health inequalities. For example, the provider collaborated in the development and implementation of a standardised, risk-based alcohol screening and intervention pathway across 3 PCNs, enabling earlier identification of risk, proportionate interventions and timely access to specialist support. This formed part of a wider programme to address health inequalities and improve outcomes for vulnerable population groups.

The provider demonstrated a commitment to continuous learning and improvement. Patient feedback was gathered through a range of channels, including the Friends and Family Test, patient surveys and the Patient Participation Group (PPG), and was used to inform service developments. For example, following feedback from the PPG, the provider introduced armless chairs in the reception area to better meet patients' needs. The provider was also actively involved in a medicines optimisation programme, with clinicians working collaboratively to improve prescribing and patient outcomes for the local population.

Staff were encouraged to suggest improvements through meetings and regular discussions with leaders. The provider participated in a range of quality improvement initiatives, including work to improve prescribing, screening uptake, access to services and reduce health inequalities. Patients and carers were involved in service development, and the provider had received recognition for its commitment to supporting carers.