Tessa Jowell GP 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 requires improvement. At this assessment, the rating has changed to good.

Leaders and staff had a shared vision and culture based on listening, learning and trust. Leaders were visible, knowledgeable and supportive, helping staff develop in their roles. Staff felt supported to give feedback and were treated equally, free from bullying or harassment. Staff understood their roles and responsibilities. There was a culture of continuous improvement with staff given time and resources to try new ideas.

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.

Staff were aware of and could describe 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 visible. Staff were encouraged to raise concerns and had confidence that leaders would respond to any concerns raised.

The service fostered a positive culture where staff felt they could speak up and their voice would be heard. The practice had established Freedom to Speak up arrangements. There were 2 Freedom to Speak up champions available for staff to speak to; there was a member of staff based in the practice as well as a staff member based at the organisation’s head office. All staff we spoke to were able to describe the Freedom to Speak up arrangements.

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

Policies and procedures to promote diversity and equality were in place. Staff were encouraged to complete health questionnaires so that, where appropriate, adjustments could be made in the workplace.

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.

Staff were clear on the individual roles and responsibilities of other staff members. For example, all staff we spoke to were able to name the safeguarding leads, infection prevention and control lead, and the Freedom to Speak up champions.

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. Staff took patient confidentiality and information security seriously.

The service 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 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 conducted their own patient surveys and took action based on the findings.

Complaints were reviewed and investigated. Patients received appropriate responses to their complaints, including an apology and signposting to the Parliamentary and Health Service Ombudsman. Learning from complaints and incidents was used to improve services.

The practice had a quality improvement plan in place to help drive improvements in services. We saw recent examples of this involving improved access to appointments. There was also a programme of clinical audits which were used to make improvements to clinical care.

Staff had access to training programmes delivered by South London Primary Care Network (PCN). Clinical and staff meetings were used to discuss learning from incidents and complaints.