Langport 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.

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 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 was aware of the projected increase in the local population and was working with partner agencies to address future challenges.

Staff told us that leaders were visible, knowledgeable and supportive. There was a culture of continuous improvement and staff were given time and resources to try new ideas and ways of working.

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 were approachable and responded to any concerns raised. Staff also told us leaders modelled the values of the service. We saw the leadership team worked with other GP services 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.

Staff were aware of how to raise concerns, and we saw examples where staff had used the arrangements to positive effect.

Managers held regular meetings with staff, during which they discussed clinical concerns and emerging risks. All meetings were minuted and these were available for staff to read if they could not attend the meetings.

Staff told us they were supported and encouraged to raise any concerns or issues and felt they were able to do this without the fear of blame or criticism.

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 any concerns raised. Adjustments had been made to ensure all staff were valued. For example, we saw reasonable adjustments to support disabled staff were in place.

The service had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver high quality, sustainable care, treatment and support. They always 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. Managers held regular 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.

The practice manager had robust systems and processes to ensure mandatory checks were carried out within the relevant timescales. For example, health and safety risk assessments and maintenance of equipment, such as fire extinguisher checks and calibration of clinical equipment.

The service had a clear management structure. Staff informed us that they knew who to contact if they had any queries or concerns. The told us that the leaders had an “open-door” policy and were always responsive and available to provide support.

The practice manager was supported by a patient services manager, data quality manager, dispensary manager and department leads for the delegation of tasks, which provided the practice manager with oversight of all departments. The GPs and management team held weekly meetings with the partners. The practice manager confirmed that the GPs were always available if they needed to discuss any concerns outside of these 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 to offer extended access, and flu and covid vaccination programmes.

The provider had a dynamic and active PPG. The PPG told us how the service provided space, time and an opportunity to be heard and it continued to be a strong advocate for the group. Meetings were held monthly and were attended by a designated GP and the patient services manager. The members described the strong relationship between the practice and PPG, and how the practice encouraged, respected and valued their involvement. The meetings provided an environment for discussions and agreements about the service, and services provided, and members were encouraged to contribute their views and suggestions.

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 provider was a training practice for doctors training to become GPs. To enable the provider to be a training practice they must meet specific criteria including having adequate facilities and a supportive learning environment.

The service used learning from significant events and complaints to continually improve the service they provide. All staff were encouraged to put forward and test out new ways of working, For example a complaint was received that the lights in reception were too bright. The practice was unable to fit a dimmer switch but removed the hanging lights and replaced these with softer lighting.