The Potteries

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

Leaders and staff had a shared vision and culture based on listening, learning and trust. Leaders were visible, knowledgeable and supportive, helping staff develop in their roles. Staff felt supported to give feedback and were treated equally. All staff we spoke to understand their roles and responsibilities.

Managers worked with the local community to deliver the best possible care and were receptive to new ideas. There was a culture of continuous improvement with staff given time and resources to try new ideas.

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 is part of the Operose Health group, a large national primary care provider. Being part of this wider organisation enabled the practice to have access to centralised expertise in governance, workforce development, technology and quality improvement, while still focusing delivery on local health needs and community priorities.Since the takeover of the practice by the new provider, the former partners have continued with the practice as clinical leads, maintaining continuity of clinical leadership and oversight.

The feedback from staff suggested that the recent appointment of a new practice manager has brought improved operational stability, and feedback from the Patient Participation Group (PPG) indicated increased confidence in the practice’s management arrangements. Staff spoke of a positive culture and of a friendly work environment.

Staff feedback indicated that as the practice transitioned to the larger provider, it benefited from established governance arrangements, standardised policies and procedures and oversight mechanisms that helped to ensure consistency, clearer frameworks and stability.

Staff told us there were 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.

The leaders both at practice and provider level had the skills, knowledge, experience and credibility to lead effectively. Staff has access to leaders and could raise concerns without a fear of retribution.

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

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 and were confident these would be acted upon.

The service valued diversity in their workforce. They worked 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. Staff had received training in equality, diversity and inclusion and were worked to support people with protected characteristics such as age, gender, religion and disability.

Staff reported job satisfaction, and they felt valued. They were encouraged to develop and take on wider roles. A number of staff had longstanding employment with the practice.

The service had clear responsibilities, roles and systems of accountability. 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. Staff could access all required policies and procedures. There were regular meetings held with staff, during which they discussed clinical concerns and emerging risks. Any actions arising from these meetings were clearly recorded and were shared with staff.

There was a monthly summary produced for staff that included complaints, significant events, any updates on policies and procedures and patient feedback. This was shared with staff via a monthly email to ensure they remained informed.

The service 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 one other practice within their primary care network to offer extended access.

PPG feedback suggested that communication between the practice and the PPG has strengthened under the new leadership, although further work was required to ensure patient engagement and appointments access systems are fully effective.

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.

The practice was a GP training practice. We noted that GP trainees had access to regular and one to one supervision with the clinical leads.

The practice hosted regular patient education events that were free to the local community. These focused on diabetes, mental health, women’s health or men’s health.

The practice had a shared vision to become a digitally inclusive primary care provider that delivered coordinated and timely care for all patients, aligned with their organisational and provider strategy.