Port View 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 good. At this assessment, the rating remains the same.

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 developed a new shared vision, strategy and culture following a change in registered manager. This was based on transparency, equity, equality, human rights, diversity, inclusion and engagement. Leaders were aware this would take time to embed and planned to present it to staff for their feedback and involvement.
The service was aware of local challenges, such as, future increases in the local population due to housing developments. There were plans made in partnership with other services, to make changes to access arrangements and prepare for this increase.
Staff and leaders actively promoted equality and diversity and worked to identify the causes of any workforce inequalities. Leaders told us where they had made adjustments to support their staff in the workplace.
 

We did not look at Capable, compassionate and inclusive leaders during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Freedom to speak up during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Workforce equality, diversity and inclusion during this assessment. The score for this quality statement is based on the previous rating for Well-led.

The service had clear responsibilities, roles and systems of accountability. However, these were not always used effectively to manage and deliver good-quality, sustainable care, treatment and support.
Leaders acted on the best information about risk, performance and outcomes and shared this securely with others when appropriate. During our review of staff files, we identified that information relating to staff health, including immunisation records, was not consistently held to demonstrate oversight of staff fitness to work safely. Leaders took immediate action following our site visit to address this.
The service used electronic systems to maintain oversight of key governance areas such as risk assessments, staff training, appraisals, professional registration, clinical audits and improvement plans. Staff we spoke with were clear about their individual roles and responsibilities and had been provided with job descriptions. Leaders met with staff to complete appraisals and performance reviews. Staff could access policies and procedures through a centralised system. Staff were also alerted through the system to learning from events, such as the findings from a recording error.
Leaders held regular meetings with staff, during which they discussed learning events and changes to the service. Staff were trained in confidentiality and information security. There were arrangements for verifying people’s identity during remote consultations.
The service had strengthened its clinical capacity and sustainability through changes to its partnership arrangements and by achieving a full complement of GPs. It had also become a training practice, which supported workforce development.
 

We did not look at Partnerships and communities during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Learning, improvement and innovation during this assessment. The score for this quality statement is based on the previous rating for Well-led.