Nork Clinic

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 practice 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 practice 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 patients and their communities.

The practice 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.

The practice fostered a positive culture where patients 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 in place to positive effect.

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

Policies and procedures to promote diversity and equality were in place. Staff feedback about the culture of the practice in the context of workforce equality was positive. Leaders made reasonable adjustments to support staff to carry out their roles well.

The practice 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 acted on the best information about risk, performance and outcomes, and shared 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. However, it was noted that appraisal for salaried GPs were informal and not recorded. The practice manager informed us that after the salaried GP completed their formal appraisal with an NHS appraiser, an informal follow‑up appraisal was undertaken but this was not formally documented. After the inspection we were sent a formal appraisal schedule.

The practice had established governance processes that were appropriate for their practice. 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.

The practice understood their duty to collaborate and work in partnership, so services work seamlessly for patients. They shared information and learning with partners and collaborated for improvement.

The practice worked with other practices within their primary care network to offer extended access, appointments for patients.

The practice 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 patients. They actively contribute to safe, and effective practice.

The practice used learning from significant events and complaints to continually improve the service they provided. An annual analysis of complaints and significant events was undertaken to reflect and drive improvements.

A range of clinical audits had been undertaken as part of their quality assurance to improve patient care. The practice performance was shared and discussed with all staff.

The practice was a training practice for GP registrars, who are fully qualified doctor undergoing specialist training, to gain experience and higher qualifications in general practice and family medicine. To enable the service to be a training practice they must meet specific criteria including having adequate facilities and a supportive learning environment.