Parks Surgery Limited Also known as Pennington Park 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 assessed all quality statements within this key question. We found that there were good systems in place to handle safety incidents and concerns. Risks were being well managed and discussed at monthly meetings and there was evidence of continuous learning and development of staff. Staff felt that they were listened to and views were taken into consideration and acted upon when appropriate. There was a positive culture based on openness and honesty and lessons learnt had been embedded into everyday practice.

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.

Staff and leaders felt that there was a clear vision for the future of the practice. The practice manager was training staff to the role of practice manager which covered her sickness and annual leave. Communication between staff and leaders was good with clear responsibilities for all staff.

The provider had a statement of purpose with aims and objectives to provide a high standard of medical care, committed to patients’ needs and to improve as a patient-centred service through decision making and communication.

Leaders had the experience, capacity, capability and integrity to ensure the practices’ vision could be delivered, and risks were well managed. It was also evident that all the staff were passionate about the practice, the services offered, and the care and treatment provided to patients.

Staff told us that communication between leaders and staff was good and that there were good processes in place for all staff to follow. Staff felt confident in being able to raise any concerns and that these would be listened to and if any improvements were identified then these would be implemented.

There was a freedom to speak up policy in place and staff felt that they could raise any concerns with the leaders at the practice. We saw and were told about a good proactive positive culture based on openness and honesty.

The provider and managers actively promoted staff empowerment to drive improvement. They encouraged staff to raise concerns and promoted the value of doing so.

The provider ensured that there was fair and equitable treatment of staff and that human rights were protected. They took steps to remove bias and ensure equality of opportunity and experience for the workforce within their place of work, and throughout their employment. We saw evidence of this during feedback where work patterns had been adjusted to suit the needs of the member of staff.

The provider had an equality and diversity policy, and all staff had completed equality and diversity training. Managers completed ongoing review of policies and procedures to ensure an inclusive and fair culture.

Leaders and managers supported staff, and all staff we spoke with were clear on their individual roles and responsibilities. Staff told us they received regular supervision, and all had undertaken an annual appraisal. They said they attended meetings which were held monthly, and they were able to access minutes recorded on the shared drive if they were unable to attend. They said there was always someone to help if they were unsure of anything within their roles.

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 patient participation group worked well at this practice and feedback was taken on board and listened to and steps taken towards improvement following feedback.

We were told by staff and leaders that there were effective safeguarding teams within the local health community. The leaders told us they were working to build relationships and steps were being taken by the practice manager to ensure these relationships were in place for all in the future. Staff that we spoke to said that there was good communication with the local hospital and good shared care with access to clinical documentation via the online patient records system.

There was no negative feedback from partners about how services worked together in the community. There was a good working relationship with the primary care network. The practice reached out and supported different members of the community as best they could and were approachable to all.

The provider regularly attended local partnership meetings with the integrated care board, the primary care network and other networks. They shared good practice and worked collaboratively with these local partners.

The staff and leaders told us that they were proud of the feedback the practice had received from patients. There were lots of good comments and letters and cards of thanks received by the practice. A good working relationship was evident between the staff and leaders and regular meetings were held which supported this to be a good place to work. The staff felt valued and had protected time to undertake any learning.

There was good evidence of learning and regular meetings to address significant events and near misses. Regular training took place for staff and staff were given protected learning time. There was a good level of communication across all disciplines within the practice which showed shared learning so that all staff were aware when things went wrong and how to prevent these from occurring in the future. Staff we spoke to were happy to speak up when something they felt was not right and felt that they would be listened to, and their views taken on board. This showed an open and honest culture where learning, improvement and innovation were aspired to. Clinicians met and discussed cases where they were able to learn from each other. Actions to improve were taken from local network meetings. The clinical team spent time together discussing patient outcomes.