Wolverley 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 a total of 7 quality statements from this key question. We found the provider had clear and effective governance processes, which supported the safe delivery of care. There was an experienced leadership team who had clear oversight within the practice service. Staff were very positive about the leadership and told us they felt listened to and supported.

This service scored 82 (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 leadership team told us they had a shared vision and strategy. The aim of the service was to offer the highest standard of care and advice to all of their patients. They had a team approach to patient care and aimed to monitor the service provided to their patients to ensure that it continued to meet the desired standards. Staff spoke positively about the culture of the practice and had a clear understanding of the shared vision and strategy.

The practice had a clear vision and strategy that was developed in collaboration with staff and patients. The practice had a culture that supported this vision.

Staff told us the leaders were approachable and visible and they had an open-door approach. Staff were positive about the leadership and told us they felt listened to and supported. We saw evidence of a strong emphasis on the wellbeing and development of staff, and we received many examples of how the leaders were supportive and compassionate.

There was an experienced leadership team who had clear oversight within the practice. Leaders were knowledgeable about issues and priorities for the quality of the service and had the experience to ensure that risks were well managed. There were processes to manage performance, and staff were aware of their roles and responsibilities.

Staff and leaders spoke positively about there being an open and honest culture within the practice to raise concerns. Staff knew who they could speak to if they did want to raise any concerns and felt confident their voices would be heard.

The practice had a whistleblowing policy in place and there were clear processes for staff to speak up.

Staff told us they were able to attend practice meetings which they found beneficial. They told us there was an inclusive and fair culture and they felt they could approach leaders at any time if they required support.

The practice had an equality and diversity policy, and all staff had completed equality and diversity training.

Staff we spoke with were clear on their individual roles and responsibilities and felt supported by management. Managers met with staff to complete appraisals and performance reviews.

The practice had clear governance and management arrangements in place. Staff could access all required policies and procedures, and these were reviewed regularly. The practice held various regular meetings which they discussed clinical concerns and emerging risks. The practice had a business continuity plan (BCP) in place to deal with emergencies and major incidents.

There was an active patient participation group (PPG) who represented the views of people using the service. Representatives from the PPG described how the practice engaged with them to gain patient feedback.

Leaders worked in partnership with other organisations to support care provision and ensure patients receive joined-up care.

We received no concerns from partners regarding how the practice worked with partners and communities.

The practice engaged with patients, communities and partners to share learning with each other that results in continuous improvements to the service. They had an active patient participation group (PPG) and gained patient feedback that resulted in improvements.

There was a focus on continuous learning and improvement. Staff talked positively about their development and the ongoing support they received. There was a strong sense of trust between leadership and staff.

The practice had processes in place to ensure that learning happens when things go wrong. Leaders encouraged staff to speak up with ideas for improvement. We saw examples of improvements following incidents that was shared and discussed in team meetings.