Linkway Medical Practice

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.

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 practice had a mission statement which was displayed in staff areas. The mission statement highlighted the practice wanted to provide patient-centred, high-quality primary healthcare with compassion and respect, involving patients in their care decisions, promoting wellness, investing in the practice team, and collaborating with other agencies to improve the health and well-being of the local population

Leaders demonstrated a positive, compassionate and listening culture and equality and diversity was actively promoted. The provider demonstrated an understanding of the challenges and evolving needs of the local population. Staff reported a positive experience of working at the practice. They described strong teamwork and a shared commitment to delivering high-quality, patient-centred care. Team members highlighted effective communication and stated that they felt included in decision making processes relating to the service.

The practice had a realistic strategy and supporting business plans to achieve sustainability. The leadership team were committed to working collaboratively with their Primary Care Network (PCN) and the local community to educate and achieve positive outcomes for their patient population

There were systems to ensure compliance with the requirements of the duty of candour and processes were in place for effective communication and shared learning. There was a whistleblowing policy in place and a named freedom to speak up guardian. The staff records we viewed showed equality and diversity training had been completed.

Staff had access to clinical supervision, learning and development events as well as educational support and all staff had access to online learning systems.

There was an open culture and clear learning within the practice. Regular meetings were held with staff, and the management team encouraged the reporting of incidents to identify ways in which the practice could continually improve.

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 that their wellbeing was considered, and their views respected, and concerns acted upon. Staff told us leaders in the practice were approachable and responded to any concerns raised. We saw the leadership team worked with other practices in the PCN 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 clear policies and procedures accessible to all staff, for example, there was a whistleblowing, equality and diversity and duty of candour policy in place and a nominated freedom to speak up guardian to support staff if they wanted to raise an issue. Leaders told us they encouraged the reporting of incidents to identify ways in which the practice could continually improve.

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.There were policies and procedures in place for the safe recruitment of staff. Other policies included recruitment, equality and diversity, bullying and harassment and grievances.

All staff had access to regular appraisals, one to ones, coaching and mentoring and revalidation, however we found there was no documented evidence to demonstrate that clinical supervision was in place. There was an induction process in place for newly appointed staff and staff told us that they were well supported and felt able to ask for advice. Staff told us they were encouraged to develop within their roles and training opportunities were available. Policies and procedures to promote diversity and equality were in place. We saw senior leaders had addressed concerns related to discrimination.
 

The service did not always have clear responsibilities, roles, systems of accountability or good governance. They did not always act on the best information about risk, performance and outcomes, or share this securely with others when appropriate.

The provider had some 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.

We found some governance processes required strengthening to ensure risks were mitigated. These included effective processes in relation to safety alerts issued by the Medicines and Healthcare products Regulatory Agency (MHRA) and the monitoring of patients on high-risk medicines.

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; however we found there was no documented evidence to support clinical supervision was in place. We also found on reviewing staff personnel folders that there was gaps in training updates.

The practice carried out regular audits to monitor servce provision and improve the quality of services provided. For example, complaints, significant events and patient feedback.

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.

Leaders told us they worked with stakeholders and the local community. The practice was part of a Primary Care Network (PCN) which provided enhanced services to patients. The PCN met regularly to deliver services to meet patients’ needs and to support care provision and service development.

The practice offered extended access, flu and covid vaccination programmes. Staff had made adjustments and collaborated with local services to further support community healthcare services. For example, a range of events had been organised throughout the year to provide information on health and wellbeing improvements.

An active patient participation group (PPG) was in place with on average 17 to 20 patients who attended meetings which were held on average every 2 months. We spoke with 7 members of the PPG who told us the practice shared lots of information and listened to any concerns the group raised. The PPG were actively trying to encourage patients to join. The practice had engaged with the PPG on areas of improvement such as the new appointment triage service and the leadership team regularly asked for feedback. Following feedback on access the practice had employed an external agency to implement improvements in GP access.

The practice worked with local community teams to provide a range of events during the year. These included a Macmillan coffee morning and a women's wellbeing event, where money was raised to help support local services. For example, women's refuge.

The leadership team were aware there had been increases in demand and they were working with the PCN and stakeholders to ensure that resources were planned with continued collaboration and partnership working to meet the needs of the service.

The service had a strong focus on continuous learning, innovation and improvement across the organisation and local system. They always 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 leadership team held weekly staff meetings to share learning from incidents and complaints and monitor the quality of the services provided.

The clinical team continually reviewed clinical guidelines and carried out regular audits to ensure patients receive high quality sustainable care. For example,

• An audit of patients on medicines called gabapentinoids had been completed. The audit had identified 29 patients and each patient had received a clinical review. The reviews had shown 28 patients had been prescribed the appropriate medicines, with 1 patient having reduced the prescribed dose. Further follow-ups were planned to ensure safe and appropriate prescribing was in place in line with clinical guidelines.

The provider worked collaboratively with stakeholders to improve the experience of people using the service and to support the wider needs of the local community. Further evidence provided showed the practice staff had been involved in a range of events. These included:

• During the transition to total triage for appointments, the practice had implemented paper copies of the request forms for patients who were digitally excluded.
• The practice had engaged with a third party provider via the ICB to increase the uptake of vaccinations. This included patients were contacted to discuss vaccination uptake and answer any concerns or questions patients they may have.
• A women’s wellbeing event to provide information on the menopause, weight management and local support available. The practice staff had prepared cakes and prizes for a raffle to raise money for women’s refuge. The staff had also set up a menopause café with drinks and cakes to encourage people to come together.
• Practice staff had organised a plant stall to raise money for dementia support and awareness.
• The practice had heldMacmillan coffee mornings for the past 3 years. To encourage patients to attend a range of stalls were set up by the practice staff to raise money for cancer awareness. The practice had raised nearly £800 in 2025 and over the last 3 years over £2000.
• To encourage patients to come together, a yearly carol service was organised by the practice. The practice had on average 40 people attend the event.
• Nursing staff held a Christmas carers event to provide support and opportunities for people to meet together. A range of events were held which included Bingo and Christmas crafting.

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. For example,

The leadership team had invested in their team and provided opportunities for personal development. This included nurse practitioners and supporting staff with obtaining prescribing qualifications.

The leadership team held regular staff meetings to share learning from incidents and complaints and monitor the quality of the services provided.T

The practice had a quality improvement plan in place to help drive service delivery. The provider worked collaboratively with stakeholders to improve the experience of people using the service and to support the wider needs of the local community.

The practice was a training practice for medical students and newly qualified doctors and the practice provided direction and support to all trainees including regular reviews and discussions to monitor their progress.