Abington 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

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. The service was well-led, with leaders and managers providing clear direction and fostering a positive culture. Staff told us they felt supported, valued, and empowered to raise concerns or contribute ideas for improving services. Governance systems were in place to monitor the quality and safety of care, including audits, risk assessments, and regular team meetings to review performance and share learning. Leaders demonstrated a commitment to continuous improvement, using feedback from people using the service, families, and staff to inform service development. 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.

The mission of the practice was to provide quality, accessible, and compassionate care that puts people first. Staff understood the values of putting people first, treating them with dignity, and working together to provide safe and compassionate care. Leaders made sure these values were part of everyday practice rather than just statements on paper. The culture was open and respectful. Staff described feeling valued and motivated in their roles, with leaders who listened and recognised their contributions. Staff told us they felt included and supported. They said managers were approachable and encouraged them to share ideas or raise concerns. Regular meetings and supervision gave staff time to reflect on their work, learn from each other, and stay focused on what mattered most to the people they supported.

The service had a proactive and positive culture of safety, based on openness and honesty. They listened to concerns about safety and investigated and reported safety events. Lessons were learnt to continually identify and embed good practice.

People felt supported to raise concerns and felt staff treated them with compassion and understanding. Managers encouraged staff to raise concerns when things went wrong. During staff meetings, the whole team discussed and learnt from clinical issues that were raised. Staff felt there was an open culture, and that safety was a top priority. The provider had processes for staff to report incidents, near misses and safety events. There was a system to record and investigate complaints, and when things went wrong, staff apologised and gave people support. Key learning was often shared across the wider Primary Care Network (PCN) or Integrated Care Board (ICB) to support continuous improvement within the local health system. Members of the PPG felt the provider was responsive to feedback and took concerns seriously, this was evidenced in meeting minutes which highlighted how feedback led to meaningful service improvements. A culture of openness was fostered by managers, where staff felt empowered to speak up when issues occurred. Complaints and incidents were thoroughly reviewed, and learning was used to implement changes that enhanced the quality of care.

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 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 service had an open culture where staff felt confident to speak up if they had concerns or ideas for improvement. Staff told us they were listened to and felt safe raising issues without fear of negative consequences. Leaders promoted honesty and transparency, encouraging staff to share concerns early so they could be addressed quickly. There were clear policies in place, and staff knew how to access them if they wanted to raise a concern formally. Regular team meetings and supervision sessions gave further opportunities for staff to talk openly about their experiences.

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.

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 the wellbeing of staff. The service promoted a culture of equality, diversity, and inclusion. Leaders ensured staff were recruited fairly and valued for their skills, knowledge, and personal qualities, regardless of background or personal circumstances. Policies and procedures supported equal opportunities, and staff told us they felt respected and treated fairly. Training in equality and diversity was provided, and staff understood the importance of creating an inclusive environment both within the workplace and in the care they delivered. Staff said the service encouraged openness and respected individual differences, which helped build a positive and supportive team culture.

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 about their individual roles and responsibilities. Managers met with staff regularly to complete appraisals and performance reviews, which staff told us helped them feel valued and supported in their roles. The provider had established governance processes that were appropriate for the service. Staff could access all required policies and procedures, which were up to date and aligned with best practice guidance. Regular practice meetings were held where managers and staff discussed clinical concerns, emerging risks, and ongoing priorities. Any actions arising from these meetings were clearly recorded and shared with staff so that learning was consistent across the team. Patient confidentiality and information security were taken seriously, with staff demonstrating a clear understanding of their responsibilities in these areas. Leaders considered workforce planning, training, and recruitment to ensure a stable and skilled team was in place. They also worked with local organisations and commissioners to ensure the service could continue to meet the needs of the community in the future.

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 service worked with external partners to improve outcomes for people and to strengthen the support available in the local community. Leaders and staff built effective relationships with health and social care organisations, local authorities, and voluntary sector groups. This helped ensure people had access to joined-up care and support beyond the service itself. Staff understood the needs of the local community and took steps to respond to them. For example, they signposted people to community-based resources, through the PCN social prescriber for housing advice, or wellbeing groups, to support wider health and social needs. Managers also engaged in local networks and forums, which allowed them to share learning, identify gaps in provision, and contribute to wider system improvements. The practice actively sought feedback from community partners and leaders have been actively involved in the development of Integrated Neighbourhood Teams.

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. Leaders encouraged staff to reflect on practice and contribute ideas for change. Staff told us they were supported to identify learning from incidents, complaints, patient feedback, and that improvements were shared across the team to ensure consistency in care. Regular audits were carried out to monitor the quality and safety of services, with clear action plans put in place where improvements were needed. Leaders tracked progress against these plans and ensured staff were involved in implementing changes.The provider had a structured Quality Improvement (QI) plan in place, underpinned by recognised methodologies to support ongoing service development.Members of the PPG were actively engaged in QI working groups, ensuring that patient perspectives informed decision-making and service changes. Recent initiatives focused on enhancing the in-house document workflow and urgent care triage system, leading to improvements in staff efficiency and patient satisfaction.

Innovation was encouraged, and staff had access to training and development opportunities to build new skills. Managers supported the use of digital systems to streamline processes, such as record-keeping and communication, which improved efficiency and reduced the risk of error. Leaders engaged with local networks and professional forums to share best practice and keep up to date with developments across health and social care. This supported a culture of openness and learning from the wider system.