Wellington Road 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 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.

Staff had been offered the opportunity to contribute to or review the development of the practice vision and strategy. Their vision statement was displayed in the practice and on their website and included delivering the highest and most comprehensive level of medical care to their practice population and delivering this in a flexible and innovative way. In addition, providing a rewarding place to work, in a supportive team, for all those who worked at the practice.

Feedback from staff indicated the majority of them enjoyed working at the practice and considered leaders promoted a positive culture and good working atmosphere.

The practice was aware of the projected increase in the local population and was working with partner agencies to address future challenges.

There had been a change in GP partners, registered manager and leadership within the practice. Leaders shared the challenges experienced as a result of change. They 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.

Most staff told us they felt supported by their line managers and senior managers and felt leaders were mainly visible and approachable and responded to any concerns raised. Most staff felt they were provided with sufficient guidance from leaders to perform their role and responsibilities.

We saw the leadership team worked with other practices in their primary care network 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 practice had established Freedom to Speak up arrangements and staff had access to a designated member of staff within their primary care network if they wished to speak up. Contact details were seen displayed in the practice.

Staff were aware of how to raise concerns, and most staff told us concerns were listened to, acted upon and suggestions welcomed.

The service valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who worked for them.

Policies and procedures to promote diversity and equality were in place and staff had received training in equality and diversity to support patient care and safety.

Adjustments had been made to ensure all staff were valued, for example we saw adjustments to support disabled staff were in place if required.

The service had a new team governing the practice. They had developed clear responsibilities, roles and systems of accountability. They used these to manage and deliver good quality, sustainable care, treatment and support. Leaders acted on the information about risk, performance and outcomes, and shared this securely with others when appropriate. Leaders shared the current challenges they experienced which included difficulties obtaining prompt patient information from secondary care and out of hours services.

Leaders and managers supported staff, and all staff we spoke with were clear on their individual roles and responsibilities. Line managers met with staff regularly in their teams, during which they discussed concerns and any emerging risks. Managers clearly recorded any actions arising from these meetings and ensured they shared these with staff. Staff received an annual appraisal to reflect on achievements, challenges and learning needs.

The provider had established governance processes that were appropriate for their service. Staff could access all required policies and procedures. Staff took patient confidentiality and information security seriously.

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

The provider was part of the Newport and Central primary care network (PCN), consisting of 4 local practices providing a broader range of primary care services to around 60,000 patients. They worked together to provide integrated, proactive care for patients including extended access, cervical screening, flu and covid vaccination programmes. Staff had made adjustments to improve coordination of their service with community healthcare services.

The practice now had a functioning Patient Participation Group (PPG), as recommended at the last inspection. The group had a nominated Chair and had membership of around 10 patients, although there had been a mixed response in uptake. Meetings were held quarterly with representation from the practice, including a GP. The Chair told us meetings held were always constructive and worthwhile and views were listened to and acted upon.

The service provided care and treatment to patients registered in 8 care homes. We received feedback from 5 care home representatives who advised us that the practice worked well with them.

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.

The service used learning from significant events and complaints to improve the service they provided. A range of clinical and non-clinical audits had also been undertaken to improve patient care.

The service was a training practice for GP registrars to gain experience and higher qualifications in general practice and family medicine. The practice had also recently taken on student nurses to support their learning and develop their skills in primary care.

The service had developed a comprehensive quality improvement and action plan to improve the quality of care and ensure compliance with CQC standards by addressing areas for improvement in services. This included improving patient experience, clinical effectiveness, staff training and development and well-led areas.