Knightwick Surgery Also known as Drs Bywater, Salter & Hinton

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 and strategy, and a culture that supported this. The core values of the practice were based on putting patients first with accountability of care. Staff spoke positively about the culture of the practice. Leaders understood the 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. Leaders had the skills, knowledge, experience and capability to lead effectively and had clear oversight within the practice. Staff spoke positively about the leaders being approachable and compassionate and provided examples of how they had supported them through difficult times.

The practice had a whistleblowing policy in place and there were clear processes for staff to speak up. 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 any concerns and felt confident they would be listened to.

The practice had clear systems, processes and an equality and diversity policy in place to promote diversity and equality in the workplace. The practice was committed to providing an inclusive and supportive working environment. For example, they had a menopause policy to provide information and support for staff and managers to manage menopausal symptoms at work. Staff told us there was an inclusive and fair culture and they felt valued.

The practice had clear responsibilities, roles, systems and governance arrangements in place. The practice held various regular meetings which they discussed clinical concerns and emerging risks. Actions arising from these were clearly recorded, completed and shared with staff. Leaders supported staff and all staff we spoke with were clear on their individual roles and responsibilities. Managers met with staff to complete appraisals and performance reviews.

The practice engaged with patients, communities and partners to share information and learning. The practice worked well with other practices within their primary care network and other organisations to ensure patients received joined-up care.

The practice focused on continuous learning and improvement. Staff gave examples of support they had been given by the practice, including opportunities for learning and development. 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 evidence the practice was innovative in their approach to patients' wellbeing and had engaged with the Primary Care Network which resulted in positive outcomes for patients’ health.