Friarsgate Practice

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 practice leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture.

We assessed one quality statement in the well led key question. 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.

Following our last assessment, the practice had developed 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. There was a focus on empowering staff and ensuring shared leadership within all areas of the large practice team. Managers met with staff regularly to complete appraisals and performance reviews. The provider had established governance processes that were appropriate for their service. Staff could access all required policies and procedures.

There was a focus on building a framework of sustainable, resilient leadership within the practice. The practice had established a culture of open communication by ensuring all team members had access to relevant information and felt encouraged to share their ideas. Staff were supported to contribute to learning improvement through regular feedback opportunities. For example, they described a situation involving a fire alarm incident where the usual fire safety lead was absent. Despite this, the team responded effectively and processes were in place to ensure continuity arrangements were appropriately followed. As a result, the practice had identified learning and implemented improvements within the fire action plan. Review of the incident identified staff training was effective.

Managers held regular practice meetings with staff, during which they discussed clinical concerns and emerging risks. Managers recorded any actions arising from these meetings and ensured they shared them with staff. Staff we spoke with spoke very positively about the structured approach to practice meetings.

Staff took patient confidentiality and information security seriously. Information was stored securely in line with digital security standards with relevant information was made available for patients to access in line with privacy, consent notices and general data protection regulations.