The Argyle 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 in September 2016, we rated this key question as good. At this assessment in June 2026, 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 practice 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. We saw that policies were reviewed and updated regularly and staff had easy access to them. Leaders informed us they regularly communicated with outside bodies like the wider Primary Care Network (PCN) and Integrated Care Board (ICB) to ensure that the practice ran smoothly.

The practice 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 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.

The practice 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 in place and staff were aware of who to contact. The service fostered a positive culture where people felt they could speak up and their voices would be heard.

The practice valued diversity in their workforce. Policies and procedures to promote diversity and equality were in place. Practice leaders encouraged teamwork and inclusivity and supported this through staff events. They work towards an inclusive and fair culture by improving equality and equity for people who work for them.

Adjustments had been made to ensure all staff were valued, for example we saw adjustments to support staff were in place, for example there was a menopause policy. Staff had access to continual professional development, support, and mentorship.

The practice had established governance processes that were appropriate for their service.They had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver good quality, sustainable care, treatment and support. Clinical audit and data driven monitoring was undertaken regularly including analyses of outcomes for patients. Designated leads were in place for the oversight of different areas of improvements. This distributed responsibility, enhanced the resilience and sustainability of governance within the service.

The practice had a clear vision and oversight. They had adopted the digital triage system following COVID. Leaders informed us they offered more than 130 appointments per 1000 patients every week. This was above the Royal College of General Practitioners (RCGP) target of 100 and also above the practice’s commissioned rate of 110. The practice had received acknowledgement from the RCGP as they had won the Marie Curie Daffodil GP of the year award and team of the year in 2023. Along with previous recognition from the British Medical Journal (BMJ), GP awards and clinical pharmacy congress.

Leaders and managers supported staff, and all staff we spoke with were clear on their individual roles and responsibilities. Staff and leaders reported there was an open-door policy and there was no negative staff feedback from the staff survey. 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.

The practice understood their duty to collaborate and work in partnership, so services work seamlessly for people. They shared information and learning with partners and collaborate for improvement.

The practice worked with other practices within their primary care network to offer extended access on evenings and weekends. Staff had made adjustments to improve coordination of their service with community healthcare services. The practice was involved in meetings with other healthcare providers in the local area to develop the way care was delivered.

There were examples of how partnership working had improved patient outcomes and how best practice had been shared across the wider organisation. Leaders informed us they adopted an initiative to have a paediatrician clinic with a clinician from the local hospital for any children at the practice and or wider Primary Care Network (PCN) for asthma care to prevent patients having to attend to hospital. We saw the leadership team worked with the PCN and were engaged in the development of primary care services within the local area. There were meetings with the wider PCN for complex patient cases. This allowed for collaborative care.

The practice 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 contribute to safe, effective practice and research.

The service is a GP training practice for medical students, GP Registrars, pharmacists, paramedics and other professionals. They actively contributed to safe, effective practice and research. The leaders told us they were one of the first practices to be part of a digital clinical safety pilot for ambient voice in the borough and this assisted clinicians to generate clinical notes with patient consent.

The practice had a quality improvement plan in place to help drive improvements in services. We saw evidence of a range of audits and quality improvement projects. Projects were designed to improve performance, outcomes and patient experience. Each area of improvement had a designated lead for oversight, for example the senior nurse partner had oversight for immunisation uptake.

Leaders showed strong commitment by regularly listening to patient and community feedback. The undertaking of staff surveys, and patient surveys encompassed a culture of learning.