The Village 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.

We assessed all quality statements in the well-led key question. At our last inspection, we rated this key question as Good. Following this inspection, 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 service vision and strategy, which was kept under review. The service 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.

Staff told us leaders in the service were approachable and responded to any concerns raised. Staff also told us leaders modelled the values of the service. Leaders worked with other services in the local primary care network and were engaged in the development of primary care services within the local area.

Leaders placed strong emphasis on supporting staff wellbeing and promoting a positive working environment. They recognised caring for staff wellbeing enabled better outcomes for people using the service. A range of wellbeing activities were offered throughout the year, including themed awareness campaigns such as Stress Awareness Month and Time to Talk Week.

To help staff manage stress and promote relaxation, leaders provided a dedicated wellbeing area within the practice. This space included crafts and mindful activities staff could use during breaks, encouraging them to take time away from work pressures. Staff told us they appreciated these meaningful initiatives and described the leadership team as approachable and genuinely supportive.

The service promoted a culture where staff felt able to raise concerns. A Freedom to Speak Up Guardian had been appointed, and staff told us they felt confident concerns would be taken seriously. Leaders held regular one-to-one meetings with staff, with opportunities for open discussion about their experience. Feedback was anonymised and shared with partners to identify learning.

The service had established Freedom to Speak up arrangements with other practices in the local primary care network. Staff were aware of how to raise concerns, and we saw examples where staff had used the arrangements in place to positive effect.

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. We saw senior leaders had addressed concerns related to discrimination. Adjustments had been made to ensure all staff were valued, for example, we saw adjustments to support disabled staff were in place.

To help staff manage stress and promote relaxation, leaders provided a dedicated wellbeing area within the practice. This space included crafts and mindful activities staff could use during breaks, encouraging them to take time away from work pressures. Staff told us they appreciated these meaningful initiatives and described the leadership team as approachable and genuinely supportive.

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 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. Managers held regular 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 confidentiality and information security seriously.

The service had recently achieved the Bronze Award for ‘Sustainability in Primary Care’, recognising its commitment to environmentally responsible healthcare. Practical initiatives included reducing single-use plastics, promoting active travel and implementing digital prescribing to minimise waste. Staff told us they were proud to work in an organisation that valued environmental responsibility.

The service understood their duty to collaborate and work in partnership with others to ensure services worked seamlessly for people. They shared information and learning with partners, and collaborated where possible for improvement.

The provider worked with other services within their local 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, including through recently established monthly meetings centred on the care of those at higher risk of hospital admission.

The service demonstrated a highly responsive approach to the needs of local university students. Joint wellbeing meetings were held with the university to coordinate support, and a 'Welcome Day' introduced new students to the service and local health resources. Dedicated student clinics offered flexible appointment times and focused on issues such as mental health, contraception and stress management. Staff told us these measures improved engagement with younger people and reduced crisis presentations.

The service was accredited as a Veteran Friendly Practice and actively supported ex-service personnel through tailored clinics and outreach events. In partnership with Veterans’ charities, the service leads attended a training session on gambling awareness.

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 contributed to safe, effective practice and research.

The provider had a quality improvement plan in place to help drive improvements in services. This focused on feedback and experience. All staff were encouraged to put forward and test out new ways of working.

The service contributed to the Targeted Lung Health Check research programme, working with regional partners to improve early detection of lung cancer. This collaboration enabled earlier diagnosis, better outcomes and shared learning across the local primary care network. Staff told us participation in the study enhanced their knowledge and confidence in identifying people at risk.