Morland 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.
All staff had contributed to the development of the practice vision and strategy, which was kept under review.
 

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 was approachable and responded to any concerns raised. Staff also told us leaders modelled the values of the practice. Staff were positive about leaders and the way they included them in practice decisions.
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.
 

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. There was an external Freedom to Speak up guardian and details of how to contact them was shared with staff.

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 processes to address concerns related to discrimination if necessary. For example, there was a policy that covered diversity and inclusion. Adjustments had been made to ensure all staff were valued, for example we saw adjustments to support staff with caring responsibilities.

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. Structure charts were in place, so staff knew the chain of delegation. All staff we spoke with said that they were aware of who their line manager was and how to escalate things if they needed to.
Managers met with staff regularly to complete appraisals and performance reviews. We saw evidence of appraisals in staff records.
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. We saw copies of meeting minutes to confirm this. Meeting minutes were emailed to staff if they were not present at meetings.
 

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. They attended monthly PCN meetings where they shared learning and discussed improvements.

The provider worked closely with a local nursing home. The GPs visited regularly and we saw that they worked close with staff to ensure continuity of care for residents.

The practice had an active patient participation group. They told us they met regularly and their views were gathered and listened to. They gave examples of how they worked with them on improving appointments and ensuring they met the needs of vulnerable 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.

All staff were encouraged to put forward and test out new ways of working.