Stokesley 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 the practice leadership, management and governance assured high-quality, person-centred care which supported learning and innovation and promoted an open and 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 based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding the challenges and needs of its patients and the local community.

The practice had a 5-year Business Development Quality Improvement Plan in place to strengthen its workforce, improve service delivery, and expand clinical capacity in line with patient demand and evolving healthcare models.

Although not all staff felt they had been directly involved in developing the vision of the practice, we observed and had evidence of staff ‘living’ the culture and purpose of Stokesley Surgery by ‘providing professional, accessible, high-quality, comprehensive healthcare services through integrated clinical practice, education and research’.

Staff told us they liked working for the practice. They felt there was a positive culture ensuring dignity and respect for patients.

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, experience and credibility to lead effectively. They did so with integrity, openness and honesty. They embodied the culture and values of their workforce and organisation.

Staff felt supported by their line manager and senior leaders. They told us managers were visible and approachable.

One staff member said, “I feel we have an amazing leadership”, with doctors and the practice manager always being there to help. Another staff member told us the leaders in the practice were visible, approachable, and showed clear respect and support for the team.

The practice fostered a positive culture where staff felt they could speak up and that their voice would be heard.

One staff member told us they were positively encouraged to make suggestions and give ideas which may improve patient care and staff wellbeing. Another told us, “Anyone can ask questions of anyone else, share a concern or viewpoint, and trust that [it] will be respected and acted upon as needed.”

Most staff knew who the Freedom to Speak Up (FTSU) Guardian was and how to contact them. We observed relevant contact information displayed in the main administrative area. The practice had recently updated its whistleblowing policy to include details of the new FTSU Guardian who was someone external to Stokesley Surgery's Primary Care Network. The practice ensured the FTSU Guardian was external so staff would feel comfortable to approach them and raise any concerns if needed.

The practice valued diversity in their workforce and promoted an inclusive and fair culture by improving equality and equity for people who work for them.

The practice had robust policies in place to ensure its working practices demonstrated a commitment to fairness and equity, equality of opportunity, and were free from any bias founded in unlawful discrimination. In other policies developed, the practice had considered the impact on different groups and individuals, ensuring they followed the principles in The Equality Act.

Staff had completed appropriate equality, diversity and inclusion training.

The practice sought to ensure decisions about all aspects of employment were based on objective criteria, and that reasonable adjustments were made where necessary to encourage, accommodate and facilitate diversity within the workplace.

The practice had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver high-quality, sustainable care, treatment and support.

Leaders and managers supported staff. The feedback we received from staff confirmed all staff felt supported.

Staff were clear about their individual roles and responsibilities.

Clinical staff met daily (Monday to Friday) to discuss any concerns and emerging risks. Staff told us they could seek advice from colleagues at any time. The practice manager had an ‘open door’ policy in place. Staff felt safe to raise any concerns.

The practice acted on the best information about risk, performance and outcomes, and they shared this securely with others when appropriate. They investigated safety incidents and complaints. Staff told us they received learning from these events. Staff were able to provide us with examples of how improvements had been put in place to ensure better and safer care for patients.

The practice had established robust governance processes and policies which were appropriate for their service. They completed regular audits to review and improve their prescribing practices and patient care overall.

For example, leaders ensured the protocol they had in place for Shared Care Agreements (SCA) was reviewed annually. They completed audits on a quarterly basis to ensure SCA medicines for patients were set up correctly as per the protocol and the practice was fully compliant with patient monitoring.

The practice understood and carried out their duty to collaborate and work in partnership, to ensure services worked seamlessly for patients.

They worked with other practices to offer ‘Better Access’ appointments for patients. They jointly delivered flu and COVID vaccination programmes to improve efficiency. Stokesley Surgery was the main ‘hub’ for these programmes.

The practice shared information and learning with partners and they collaborated to ensure improvement. They were an active member of their own Primary Care Network (PCN), as well as a neighbouring PCN. They collaborated with colleagues on joint initiatives which strengthened teamwork and improved care delivery for patients.

Stokesley Surgery (in conjunction with another practice) organised 2 large-scale learning events across both PCNs. These events improved communication and consistency in practices.

The practice had a strong focus on continuous learning, innovation and improvement across their organisation and the local healthcare system. They always encouraged creative ways of delivering equality of experience, outcomes, and quality of life for patients.

The practice listened to and acted on improvement suggestions from staff. A member of staff identified an issue with inappropriate referrals to ‘Pharmacy First’. They proactively developed an interactive and informative tool which provided colleagues with detailed information about which patient conditions could be directed to the Pharmacy First service. This led to greater understanding for staff and better information and outcomes for patients.

Stokesley Surgery participated in several research projects. These included the ‘Lightcare Obesity and Weight Loss’ trial, ‘Relief Asthma’ trial, and a shingles treatment study. They actively contributed to safe, effective practice and research. The practice was approved to train fully qualified doctors who wished to specialise in general practice. The practice regularly hosted 3rd, 4th and 5th-year medical students. Patients were given a choice as to whether they wanted a student to be present during their consultation.

The practice’s robust governance processes and regular audits allowed effective oversight of performance. Leaders recognised opportunity for improvement in patient care and positive outcomes.

Stokesley Surgery held joint monthly clinical meetings with a neighbouring practice. These meetings focused on clinical education and quality improvement. They contained detailed and clear learning points for staff. Staff had the opportunity to participate in the delivery of presentations following audits and other initiatives to improve patient care. Colleagues participated in open discussions around differing approaches and innovations, enabling the practice to continually refine and improve its service.