Front Street Surgery Also known as Drs Orr, Green, Pal & Nellist

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 79 (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 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.

The practice had a clear vision to be caring, to work together as a team, supporting each other todeliver high-quality care to patients. This included respecting all patients and staff, treating all fairly, and valuing each person as an individual. Part of its vision included being a forward-thinking practice, which embraced change, while it learned, improved, and adapted to develop services. The practice was aware of the changing local population and was collaborating with partner agencies to address future challenges. They supported staff development and encouraged staff progression within the organisation. The practice strived to create a culture which was inclusive and open, providing equality of opportunity for all without discrimination.

The practice was actively involved in a General Practice Improvement Programme at the time of our assessment. This focussed on several areas including clinical coding, appropriate appointments audit, medication reviews and the process for issuing prescriptions. This programme afforded managers protected time and they benefitted from the input of a consultant in change management, who taught them valuable skills and methodologies which they could continue to replicate in other areas of their leadership.

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.

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 were engaged in the development of primary care services within the local area. Staff spoke highly of each other and described the team and the leaders as the one of the positives of their enjoyment within the workplace. The low turnover of staff and longevity of their employment at the practice supported this. Regular individual team huddles had been introduced to share information/updates and to promote team working. Social time with the team was given equal importance to operational time.

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 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 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. Staff had access to an equality, diversity, and inclusion policy and had completed relevant training.

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. Leaders held regular meetings with staff, during which they discussed clinical concerns and emerging risks. Leaders clearly recorded any actions arising from these meetings and ensured they shared these with staff. Staff took patient confidentiality and information security seriously. The practice had invested in a workforce management platform built specifically for primary care teams and was using this to optimise its governance processes. The platform enabled all staff to intuitively access information they needed which supported good governance.

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. Access to phlebotomy services and social prescribing was also available through these partnerships. The practice had a large Patient Participation Group who spoke highly of the practice. The group described how they receive status updates and how it interfaces with the practice on plans for changes and improvements. The practice was strongly aligned to the local federation and their partnership working made care more accessible to patients.

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.

The practice had a quality improvement plan in place to help drive improvements in services. This was a comprehensive register driven by learning events. For example, the practice took part in an ICB programme to increase health inclusion registers, this included identifying patient groups such as homeless people, transexual patients, and care leavers. The aim was to raise visibility so they could better understand and meet the needs of these patients across the region.

The practice was a training practice providing training for year 1, 2 and 5 students from Hull and York Medical School. The provider encouraged and supported staff to develop and encouraged career progression through the organisation.Where clinicians had specific areas of clinical interest, they were afforded time, and supported, to upskill.