Harraton 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 our last assessment, we rated this key question as requires improvement. At this assessment, the rating has changed 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.

Staff told us there was an open and honest culture within the practice. They felt confident to raise concerns without fear of retribution and believed that their views were listened to and valued.

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.

Staff told us leaders in the practice were approachable and responded to any concerns raised.

The practice worked with the local Primary Care Network (PCN) and was actively engaged in PCN-led initiatives to improve patient care, including collaboration on medicines optimisation.

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, and staff were aware of how to raise concerns if needed.

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.

Policies and procedures to promote diversity and equality were in place. Leaders promoted open communication and described having an open-door policy to encourage feedback. Feedback from staff was positive in this area, they told us that managers were easily approachable and supportive of staff.

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.

Since our last assessment, the provider had made improvements in this area. There was a robust system in place for the oversight of staff immunisation status, and risk assessments were in place where needed. Practice leaders monitored staff training logs, including those of locum staff. We saw that staff training was up to date for all but 1 member of staff. Practice leaders were already aware of this and had plans to address it.

In clinical areas, the provider had improved their coding of diabetes cases. We saw more consistent recording of clinical reasoning in patient records in relation to medication reviews.

Leaders supported and met with staff regularly to complete appraisals and performance reviews. 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 service understood its duty to collaborate and work in partnership so that care was seamless and person-centred.

The practice engaged positively with external partners to meet the needs of its patient population and worked closely with its Primary Care Network (PCN), including participation in medicines optimisation initiatives. The provider was also actively involved in multidisciplinary meetings focused on supporting patients living with frailty. The practice made regular use of social prescribing to connect patients with community-based support. Information related to national initiatives such as weight management and smoking cessation were available on the practice website.

The service focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged ways of delivering equality of experience, outcome and quality of life for people.

All staff were encouraged to put forward and test out new ways of working, staff told us that their ideas were listened to and acted upon. For example, staff told us that changes had been made to the way telephone consultations were booked into slots after staff told practice leaders that the timings of these calls were a challenge for both patients and staff themselves. In addition, staff told us that changes had been made to the colour coding of the appointment system to make it easier and more efficient for reception staff to book appropriate appointments for patients.