Balmore 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

The service had a clear vision and strategy, which considered the needs of the people who used their service and the wider community. Staff understood their individual roles and responsibilities.

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. Staff and leaders understood the challenges and the needs of people and their communities.

Leaders monitored and reviewed progress against the delivery of their strategy. The service was aware of local challenges which affected their service.

Regular team meetings were held to share updates and promote open communication across the service. Records of meeting minutes and actions were stored and accessible to all staff on the service’s electronic system.

Managers demonstrated a positive and compassionate listening culture that focused on learning and development. They proactively supported staff and regularly met with them to complete appraisals and annual performance reviews.

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, 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.

All staff we spoke with were clear on their individual roles and responsibilities. Leaders proactively supported staff and regularly met with them to complete appraisals and performance reviews. The provider had established governance processes in relation to the quality statements we reviewed during this assessment, which were appropriate for their service.

Staff could access all required policies and procedures, which were kept up to date and reflected latest guidance. Leaders held regular meetings with staff, during which they discussed emerging risks and potential improvements to the service.

We saw the leadership team worked with the other practice in the Primary Care Network (PCN) and were engaged in the development of primary care services within the local area. For example, the practice employed a social prescriber through the PCN to supports patients by connecting them to community groups and local services. This helped address their non-medical needs, including social isolation, loneliness and mental wellbeing concerns.

The practice worked closely with the PPG members, delivering a range of joint initiatives including vaccination clinics and other service developments. Regular communications and structured meetings were held with the PPG, ensuring ongoing engagement, and responsiveness to patient views.

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.