The Oval Practice

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 reviewed 7 quality statements in the Well led key question – 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 and learning, improvement and innovation. The practice had systems in place for identifying, managing, and mitigating risks. These were regularly reviewed to ensure they were working as intended. During the assessment we reviewed policies, spoke with staff, and undertook observations while on site. We found the following: Practice leaders had established policies, procedures and activities which were reviewed and updated as required. Staff were clear on their roles and accountabilities. There were comprehensive and successful leadership strategies in place to ensure and sustain delivery and to develop the desired culture. Leaders had a deep understanding of issues, challenges, and priorities in their service, and beyond.

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.

Leaders had an open door policy, staff feedback that leaders were approachable. Staff said if they had any concerns they felt safe to raise them and they would be listened to.

All staff had completed equality and diversity training. We saw all staff practice meeting minutes.

Staff said that leaders listened and were approachable, they felt safe to raise concerns, and they enjoyed working in a friendly enviornment

The practice had policies and procedures in place to support the learning culture. The practice offered apologies to people, lessons were learnt from individual concerns and complaints and action was taken as a result to improve the quality of care.

Leaders informed us they encouraged an open culture and they had an open door policy.

We saw a freedom to speak up policy and staff we spoke with knew who the freedom to speak up guardian was.

Staff described the culture as being friendly, kind, respectful and a nice place to work, also that there was an open culture and leaders were approachable.

All staff had completed equality and diversity training. The practice had recruited reception staff who could speak one of the languages spoken by a large group of patients.

Staff were clear about their roles and responsibilities, there were governance structures and systems which were regularly reviewed. Staff reported that they felt able to raise concerns and that the lead GP and managers listened were visible and approachable. Staff said they felt supported by team leaders. Staff regularly engaged with each other for example daily lunch meetings where they could share concerns, practice meetings held monthly where they regularly had discussions on learning and improving. Staff were aware of the process to raise significant events and encouraged to do so.

We found the practice had clear processes and systems that worked effectively. Governance structures and systems were reviewed regularly, staff were clear about their roles and responsibilities. We saw quality improvement programmes in place and effective arrangements for identifying, managing and mitigating risk. The practice had a active Patient Participation Group. There was a strong focus on continuous learning and improvement, for example the practice had become a training practice in 2023. There was an understanding of what the challenges were, and leaders had put actions in place to address them. Structures, processes, and systems of accountability were clearly set out, understood and effective. Practice staff worked as a team to improve processes to ensure they were working as intended. We saw evidence of a wider shared learning and the involvement of staff at all levels. There were comprehensive assurance systems which were regularly reviewed and improved. This included risk assessments and learning from safety alerts and significant events.

We spoke with one member of the PPG group, they told us the practice works with them and listens to their concern, if issues are raised for example an issue with the safety of the car park, the practice listened and responded by installing bollards, this made the car park more safer for people crossing the road.

Leaders informed us they regularly meet with the other practice within the Primary Care Network (PCN), and they had good engagement with the Integrated Care Boards (ICB) they meet often with the Patient Participation Group (PPG).

We had no feedback from any external partners.

We saw minutes from PPG meetings.

Leaders fed back that they strived to continue to improve and develop the practice, they explained they had taken on the responsibility of overseeing and managing a failing practice and eventually took over the running of the failing practice including taking on additional patients and staff members. Leaders explained their vision of getting more patients and eventually becoming a hub centre of excellence. The lead GP also explained that he was a GP trainer and the practice had become a training practice in the last 18 months.

We saw governance systems in place, the practice manager and lead GP had oversight for processes and systems, they had regular communication with staff. Leaders ensured staff received ongoing support and training.