The Ridgeway 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. This is the first inspection for this service since its updated registration with CQC. This key question has been rated as 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 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. The practice was aware of the projected increase in the local population and was working with partner agencies to address future challenges.

The practice had inclusive leaders who understood the context in which they delivered care, treatment and support. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty. Staff told us leaders were approachable and supportive. Staff also told us leaders modelled the values of the practice.

The practice fostered a positive culture where people felt they could speak up and their voices would be heard. The practice had established Freedom to Speak up arrangements with a Primary Care Network (PCN) manager that was independent of the organisation. Staff were aware of how to raise concerns and felt confident they would be listened to.

The practice valued diversity in their workforce. They worked towards an inclusive and fair culture by improve equality and equity for people who work for them. Policies and procedures to promote diversity and equality were in place.

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 acted on the best information about risk, performance and outcomes and shared this securely with others when appropriate. Leaders supported staff, and all staff we spoke with were clear on their individual roles and responsibilities. Leaders met with staff regularly to complete appraisals and performance reviews. The practice had established governance processes that were appropriate for their service. Staff could access all required policies and procedures. Leaders held regular practice meetings with staff, during which they discussed clinical concerns and emerging risks. Leaders clearly recorded any actions arising from these meetings and ensured they shared these with staff. Staff took patient confidentiality and information security seriously.

The practice understood their duty to collaborate and work in partnership, so services work seamlessly for people. They shared information and learning with partners and collaborate for improvement. The practice had been involved in community engagement and had raised money for a local hospice. There was an active Patient Participation Group (PPG) who represented the views of people using the service, who met regularly. We spoke with a member of the PPG who confirmed that they were supported, and changes were made because of feedback.

The practice focused on continuous learning, innovation and improvement. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contributed to safe, effective practice and research. All staff were encouraged to put forward and test out new ways of working and staff were able to provide examples of this.