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

At the previous assessment, this key question was rated Inadequate. Since then, the service has made significant improvements across a range of areas. Leaders had introduced regular meetings with all staff, ensured that staff received annual appraisals, and had fostered a culture in which leaders were visible, approachable, and supportive. These changes had strengthened staff engagement, communication, and oversight within the service. As a result of these improvements, the rating for this key question has improved to 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.

Leadership resilience and sustainability were clearly demonstrated through effective planning, with key roles supported by deputies or shared responsibilities. This approach ensured that knowledge and expertise were not reliant on individual staff members and helped maintain a safe, consistent, and effective service during periods of absence, turnover, or organisational change.

Staff engagement was supported through regular meetings, an open-door policy, and opportunities to raise concerns and contribute to discussions. Learning from incidents and complaints was shared across the team.

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.

Staff told us service leaders were approachable and responded to any concerns raised in a caring and fair way.

The leaders demonstrated an understanding of each other’s skills and knowledge as well as those of their staff. They were able to demonstrate how staff were given opportunities to develop, encouraged to share experiences and treated equally.

We saw the service worked well with other practices in the PCN and were engaged in the development of primary care services within the local area to meet the needs of the community.

The service fostered a positive culture where people felt they could speak up and their voice would be heard.

The practice had established an external Freedom to Speak Guardian. Staff were aware of how to raise concerns.

Leaders understood the importance of being open to feedback and encouraging a safe space where staff felt able to be honest and open when they had a concern.

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.

Staff feedback showed they felt able to speak openly with leaders. Staff told us they could raise concerns and share feedback. They said leaders were supportive of development, and staff felt part of a team.

Policies and procedures to promote diversity and equality were in place.

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. These clearly recorded any actions arising and shared with staff. Staff took patient confidentiality and information security seriously.

Personal information was stored securely, and staff understood the importance of confidentiality and data protection.

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

The provider worked with other practices within their PCN to offer extended access, and flu and covid vaccination programmes. Staff had made adjustments to improve coordination of their service with community healthcare services, including through recently established weekly meetings centred on the care of those at higher risk of hospital admission.

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.

Following review and ratification by the Quality Oversight Group, Adelaide Street Surgery has been approved as a Unified Learning Environment (ULE). This recognition highlighted the practice's commitment to providing a high-quality environment for learning, training, and professional development.

Staff had support and learning opportunities through training sessions, role specific information packs and competency sign off.