Wickham Park 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 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.

All staff had contributed to the development of the practice vision and strategy, which was kept under review. Leaders told us that key objectives for the practice were to provide “high quality personal care, which was safe and fair”. The practice was aware of the projected increase in the local population and was working with partner agencies to address future challenges.

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.

Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty. The leadership team was stable, and leaders had worked in the practice for many years. This helped to provide long-term continuity of care for patients and strengthened to practice culture. Leaders told us that they always encouraged staff to develop.

Staff told us leaders in the practice was approachable and responded to any concerns raised. They told us they had opportunities to learn and develop. Staff also told us leaders modelled the values of the practice.

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. There was an internal and external Freedom to Speak up guardian. Staff we spoke told us they were aware of this and how to raise concerns if necessary.

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.

Adjustments had been made to ensure all staff were valued, for example we saw adjustments to support staff with caring responsibilities were in place.

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 act on the best information about risk, performance and outcomes, and share 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 told us they met with staff regularly to complete appraisals and performance reviews. We reviewed records and saw limited evidence of completed appraisals. However, staff we spoke with confirmed they were well supported and felt appraisals were carried out in a timely manner.

The provider had established governance processes that were appropriate for their service. Staff could access all required policies and procedures both electronically and paper versions. 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 understood their duty to collaborate and work in partnership, so services work seamlessly for people. They share information and learning with partners and collaborate for improvement.

The provider worked with other practices within their primary care network to offer extended access, and flu and covid vaccination programmes. Staff had made adjustments to improve coordination of their service with community healthcare services. For example, the practice met regularly with district nursing teams, health visitors and local authority teams.

The service focused on continuous learning, innovation and improvement across the organisation and local system. Leaders at the practice told us that this included offering e-consultations (using digital, form-based tools that allowed patients to submit symptoms, administrative queries (like fit notes or test results), or ask for medical advice online) and electronic prescribing.

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.