Rosedean House 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

The service had a future vision and plan. Leaders were visible, knowledgeable and supportive, helping staff develop in their roles. Staff felt supported to give feedback and were treated equally, free from bullying or harassment. Staff understood 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 68 (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.
New leaders had been in place since February 2025 and were working to make improvements at the service. However, since the organisation took over the service a number of staff had left including clinical staff which had contributed to ongoing pressures and challenges faced by the service.
Leaders of the service had developed a 5 year ‘Future Development and Sustainability Plan’ that included plans for a new building, and other objectives including workforce development, patient engagement and practice growth and sustainability. The service was aware of the NHS 10-year plan and had reflected how the organisation aligned with this plan such as exploring their neighbourhood team and further collaboration with their PCN.
 

Leaders understood the context in which the service delivered care, treatment and support.
The service had a transformation manager in place who was supported by leaders from One Medicare Ltd. As these leaders were based out of the county, they acknowledged that this had created some challenges in building local relationships, but they were working proactively to strengthen engagement with the team and their wider PCN.
Staff reported communication with the provider to be challenging and told us they did not always get a response to issues they had raised to leaders of the service. For example, one staff member told us they did not get a response in relation to a pay query. Another member of staff told us “They don’t reply to your emails… you don’t even get an acknowledgement’’
 

People felt that they could speak up however, they did not always feel that their voice would be heard or get a response to the issues they have raised.

The practice had established Freedom to Speak up arrangements with the provider of the service One Medicare Ltd and this was promoted through staff appraisals.

Staff were aware of how to raise concerns and gave examples of the concerns raised such as reporting back to leaders that they do not feel they received the appropriate training to be able to take on additional work responsibilities.

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. This included an antiharassment policy to protect staff from being harassed at work.
 

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.

The provider of the service, One Medicare Ltd provides the governance structure for the service. This included systems such as an audit system where we saw examples of audits being carried out such as sharps, 2 week wait referrals and hand hygiene.
The services intranet, provided accessible policies and procedures, including a function to monitor that staff had read and understood the policy. It also provided a platform for news to be shared relating to the organisation.
Staff were able to tell us the steps that they took to keep information secure both at their workstations and also when making referrals using an encrypted service to support information governance. However, we found during our review of staff training records there were 4 members of staff who did not have up to date information governance training.
The service had policies such as Caldicott Policy, Quality Assurance, Information Governance and Clinical Governance to support the governance arrangements within the service.
 

The service understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement.
The service worked with other organisations within its locality to improve services for their population. This included collaboration with Age UK to implement a social prescribing service and attending multiagency community meetings with other health and social care organisations focusing on people with complex needs or those at higher risk of hospital admission. A staff member at the service told us that they worked alongside the tissue viability team and the mental health team
The provider worked with other practices within their primary care network and benefited from additional roles and services including support from a pharmacist to carry out reviews of people’s medicines.

 

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 service’s future plan highlighted that the service intended to innovate its service through a new modern building, which will be purpose built, designed to improve the flow of patients throughout the service. Digital improvements were also noted to be part of the plan and included the commitment of embedding digital tools such as using artificial intelligence (AI) within the service. There were plans to adopt the use of AI into the service, but this had been paused due to wider system level decisions, including the ICB placing a temporary hold on local AI implementation
There were also plans to expand the workforce to include additional roles such as advanced practitioners and paramedics. Staff were supported to take on new roles, with a staff member telling us ‘’I’ve been successful in getting the position of a care coordinator… I’m really looking forward to it.”