The Ridgeway 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 very clear shared vision, strategy and culture. This was based on being Fair and Flexible, Innovative and Inclusive, respectful and reflective, supportive and safeguarding and teamworking, training and trust (FIRST). This was shared with staff at induction, displayed around the building and interlinked with a staff mural created at the practice.

The practice had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support. They embodied the culture and values of their workforce and organisation. Leaders had the skills, knowledge, experience and credibility to lead effectively. All staff we spoke with said that the leaders were very supportive.

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 and staff were aware of how to raise concerns.
 

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. The practice was committed to the principles underpinning the Workforce Race Equality Standard (WRES) and Workforce Disability Equality Standard (WDES). Equality and diversity considerations were embedded within recruitment, appraisal, grievance, disciplinary and workforce wellbeing processes. Policies and procedures to promote equality 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. Managers met with staff regularly to complete appraisals and performance reviews. 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 practice worked closely with partner organisations across primary care, community pharmacy, secondary care, patients and the wider community to improve patient outcomes and service delivery. The practice was an active member of a Primary Care Network (Healthsense PCN), which met weekly to coordinate service delivery, workforce planning, digital transformation and population health initiatives. The practice manager held the role of the PCN Digital and Transformation Lead.

The practice was an active member in the local Integrated Neighbourhood Team (INT), which included attending regular meetings with health, social care and community partners to identify opportunities for more joined-up care.
 

The service focused on continuous learning, innovation and improvement across the organisation and local system. This included an improving access audit in 2026. This audit was to assess current consultation patterns, workforce utilisation, appointment appropriateness, and opportunities to improve access and service efficiency within the practice. They also carried out an audit of Consent Documentation and Post-Operative Infection Following Minor Surgery. This was to assess whether informed consent was documented in the notes for patients undergoing minor surgery and the rate of post-operative infection requiring antibiotic treatment. The results showed that current practice met appropriate clinical standards and that continued monitoring was recommended to maintain high-quality patient care and ensure ongoing compliance with documentation and infection prevention measures.