Laurbel 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 practice fostered a well-established, inclusive, and positive learning culture that consistently contributed to better outcomes for patients and the wider community. Learning was actively shared with, and drawn from, external partners to support continuous improvement.

The provider embraced new technology and had a comprehensive approach for ensuring continuous learning and improvement was encouraged. This included using new AI (artificial intelligence) software to make administration work for GPs more efficient.

A collaborative and supportive leadership approach was clearly evident and had led to enhanced safety, more integrated care, improved sustainability, and a stronger commitment to addressing individual needs and tackling inequalities for both staff and patients. Governance and management systems enabled leaders to monitor risks, performance, and outcomes effectively. Leaders continually sought to improve service delivery, using feedback from both staff and patients to reduce risks and enhance the quality of care.

This service scored 93 (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 very clear shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and an exceptional understanding of the challenges and the needs of people and their communities.

All staff had contributed to the development of the practice vision and strategy, which was kept under review. The practice was aware of the projected increase in the local population and was working with partner agencies to address future challenges. This included an extension to the surgery that was nearly completed. The practice had identified the need to expand due to continually increasing number of patients registered. Staff told us they had been consulted on the extension and their views were listened to when the plans had been made. As a result of this extension that practice would be gaining three further clinical rooms to improve capacity.

Staff feedback we received was unanimously positive about the culture of the practice. All staff we spoke to felt positive about working at the practice. This was reflected in that we found a stable workforce in place and staff turnover was low. They described good working relations and a service that was clear on its function to work in the interests of patients, providing the best patient experience possible.

The service had exceptionally 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 always did so with integrity, openness and honesty.

Staff told us leaders in the practice were approachable and responded to any concerns raised. Staff also told us leaders modelled the values of the practice. We saw the leadership team worked with other practices in the primary care network and were engaged in the development of primary care services within the local area.

Leaders actively engaged with patients, staff, and partner organisations to gather feedback on their management and communication, and they took meaningful action in response. During the assessment, they clearly demonstrated how they had implemented positive changes wherever possible. Feedback received, both directly by the practice and through the CQC from patients, staff, and partners was consistently highly positive.

Leaders showed a strong commitment to staff development, investing both time and financial resources into learning opportunities, and introduced tools to support staff in delivering best practice. An example of this was the use of AI software during consultations which clearly captured the notes of the consultation which were concisely recorded and documented on their clinical system. The software recorded a clear patient summary and was also able to draft referral letters to specialists following consultations.

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.

Staff questionnaires highlighted that staff were aware of Freedom to Speak up arrangements. We saw that staff had received training on Freedom to Speak up and whistleblowing.

The service strongly valued diversity in their workforce. They had an inclusive and fair culture which had improved equality and equity for people who work for them.

Policies and procedures to promote diversity and equality were in place. Adjustments had been made to ensure all staff were valued. All staff we either spoke with or received questionnaires from reported high levels of job satisfaction. They told us they felt valued and were encouraged to be involved in contributing to the running of the practice.

Staff had completed training in equality, diversity, and inclusion and were aware of supporting people with protected characteristics such as age, gender, religion and disability.

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 acted on the best information about risk, performance and outcomes, and shared 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 to complete appraisals and performance reviews.

The provider had established governance processes that were appropriate for their services although monitoring of safeguarding registers required review. Staff could access all required policies and procedures. Managers held regular practice meetings with staff, during which they discussed clinical concerns and emerging risks. Managers 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 clearly understood and carried out their duty to collaborate and work in partnership, and services worked seamlessly for people. They always share information and learning with partners and collaborate for improvement.

The provider worked with other practices within their primary care network (PCN) to offer extended access, and flu and covid vaccination programmes. Following our assessment the practice arranged a training event with the other surgeries from their PCN to go through what to expect from assessments and share best practices. As part of their PCN the practice had analysed their patient population group and identified patient groups that needed further support. This included a relatively high population of patients with pre-diabetes, high population of smokers and high population of children with an unhealthy weight. Through joint working with their PCN the practice was able to signpost patients to lifestyle and nutritional clinics. They also had close links with Smoke Free Hull which provided drop-in clinics for patients.

The practice was supported by a Patient Participation Group (PPG). The PPG was made up of between 8 – 10 members who consistently met every 3 months at the practice. We spoke with members of the PPG who were extremely positive about the practice. They said, “we have always valued the opportunity to discuss varying changes in procedures and give feedback when our opinion has asked for” and “everybody at the surgery is approachable, helpful and friendly. Appointments are quickly made.”

The service had a strong focus on continuous learning, innovation and improvement across the organisation and local system. They always encouraged creative ways of delivering equality of experience, outcome, and quality of life for people. They actively contribute to safe, effective practice and research.

We saw that the practice had invested in AI technology and used the software during consultations which clearly captured the notes of the consultation which were concisely recorded and documented on their clinical system. The software recorded a clear patient summary and was also able to draft referral letters to specialists following consultations. The lead GP was positive about this technology as they believed this would significantly reduce the amount of time GPs spent doing administration tasks.

The practice was using new technology and research to better assist patients with heart failure. This included technology that patients could use at home that would detect when patients with heart failure symptoms were deteriorating, it would then contact the surgery alerting them that patients required a follow-up appointment to review their condition.

The practice had identified a growing number of paediatric patients with obesity, as a result of this they had established connections with a local specialist who they were able to refer suitable patients to.

The practice had a quality improvement plan in place to help drive continuous improvements in services. All staff were encouraged to put forward and test out new ways of working. We saw how a practice nurse at the surgery was able to continue doing spirometry tests even though this was no longer being funded through the Integrated Care Board.