Kingstone 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 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 practice had a shared vision, strategy and culture. This was reviewed every 6 months by the leadership team to review their strategy plans. Staff spoke positively about the culture of the practice and described it as open and supportive. The practice was aware of the projected increase in the local population and had already made changes to address this by employing more staff.

The practice had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support. Leaders had the skills, knowledge and experience to lead effectively. Staff told us leaders were visible and approachable, and they modelled the values of the practice.

The practice fostered a positive culture where people felt they could speak up and their voice would be heard. The practice had an external Freedom to Speak up Guardian who was part of the primary care network. Leaders recognised the importance of this as they were a small practice. Staff were aware of how to raise concerns, and those who did were supported without fear or detriment. When concerns were raised, leaders investigated them sensitively and confidentially, and any lessons learnt were acted on and shared.

The practice had clear systems and processes to promote diversity and equality in the workplace. They had a zero tolerance to bullying and harassment and were committed to providing an inclusive and supportive environment.

The practice had clear responsibilities, roles, system of accountability and good governance. Staff we spoke with were clear about their roles and responsibilities. They had access to policies and procedures and knew who to talk with if they had a concern or a question. Managers met with staff regularly to complete appraisals and performance reviews. Regular meetings were held with staff, during which clinical concerns and emerging risks were discussed. Managers clearly recorded any actions arising from these meetings and ensured they shared these with staff.

The practice had a strong focus on continuous learning, innovation and improvement. Leaders encouraged staff to put forward and test out new ways of working. Staff were given opportunities for learning and development. For example, one of the nurses had recently completed respiratory nurse specialist training. Leaders were able to provide examples of improvements that had been made as a result of patient feedback such as installing an additional computer in reception to allow a second receptionist to support patients. Leaders were also able to provide many examples of improvements made as a result of staff feedback such as moving chronic disease reviews to month of birth. Leaders spoke positively about being innovative and how this was encouraged throughout the practice. The practice published a monthly newsletter in two of the local magazines. This was also available on the practice website and in the practice waiting room.

The practice had a strong focus on continuous learning, innovation and improvement. Leaders encouraged staff to put forward and test out new ways of working. Staff were given opportunities for learning and development. For example, one of the nurses had recently completed respiratory nurse specialist training. Leaders were able to provide examples of improvements that had been made as a result of patient feedback such as installing an additional computer in reception to allow a second receptionist to support patients. Leaders were also able to provide many examples of improvements made as a result of staff feedback such as moving chronic disease reviews to month of birth. Leaders spoke positively about being innovative and how this was encouraged throughout the practice. The practice published a monthly newsletter in two of the local magazines. This was also available on the practice website and in the practice waiting room.