Southlands Medical Group

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 leadership, governance and culture were used to drive and improve the delivery of high-quality person-centred care.

The service had a very clear shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and an exceptional understanding of the 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. Staff at all levels were encouraged to raise concerns and feedback.

The practice population had increased by 34% (8,000 patients to 11,000) from 2019 to 2026. Services were continually adapted as the population had grown at the practice. The workforce was expanded and access arrangements adjusted.

Each year the practice reviewed their population profile, health inequalities and long-term-condition needs through their practice development plan. They used this information, together with patient and staff feedback, to shape workforce and service decisions. For example, they used this information in the planning of the new extension to their practice which was on going at the time of our assessment. They had recently recruited a female GP from patient feedback.

The practice invested in targeted development of staff to ensure successors were identified for leadership roles.

At the time of our assessment there were major premises work in progress to expand the clinical capacity at the practice which was being managed well, maintaining current access and continuity of care for patients.

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.

Leaders had an inspiring, shared purpose, striving to deliver and motivate staff to succeed. There were high levels of staff satisfaction. Staff were proud to work at the practice and spoke highly of the culture. There were consistently high levels of staff engagement.

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 other services and were engaged in the development of primary care services within the local area.

The service fostered a positive culture where people felt they could speak up and their voice would be heard.

The service had established Freedom to Speak up arrangements with other practices in the 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 practice valued diversity in their workforce. They worked 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.

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 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 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, including through recently established weekly meetings centred on the care of those at higher risk of hospital admission.

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 contribute to safe, effective practice and research.

There was a continual development of staff skills, competence and knowledge was recognised as integral to ensuring high-quality safe care, improved access and service sustainability. Staff were proactively supported to acquire new skills, develop and share best practice. There was strong feedback from staff and particularly where they had been developed. The practice could demonstrate where they had strengthened capacity for succession for the future.

The practice is a training practice and GP trainees are allocated to the practice (fully qualified doctors allocated to the practice as part of a three-year postgraduate general practice vocational training programme). The practice hosts final year medical students who are not yet qualified to practice.

The practice shared with us feedback from medical students and GP registrars who had worked at the practice, this was wholly positive.

The practice had well established clinical meetings which the trainee GPs and medical students valued. There was an education room and the practice’s clinical system was linked to the TVs. The room was used to carry out training, development and governance.

The practice had worked hard to ensure that patients could access services appropriately. This had been challenging as the practice list had expanded rapidly over the previous few years. Despite these pressures, the National GP Patient Survey results showed high levels of patient satisfaction with access to the practice.

Following the appointment of a clinical pharmacist, the practice reorganised care for frail patients and care home residents, introducing regular ward rounds and multidisciplinary team meetings to support holistic care. Ongoing oversight by the clinical pharmacist and care home lead helped identify and address medication and record-keeping issues, leading to improvements in safeguarding, medicines management, and care planning within care homes.