South Hornchurch Medical 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 looked for evidence that practice leadership, management and governance assured quality, person-centred care; supported learning and innovation; and promoted an open, fair culture.

This is the first inspection for this provider following its registration with CQC in July 2021.

This service scored 71 (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 mission statement which included the delivery of safe, effective, and evidence-based care and the improvement of access and continuity of care. The strategic priorities for 2025 -28 were focused on enhancing patient access and improving digital access. The leaders encouraged the staff to take part in learning, professional development, and training. Business continuity and disaster recovery plans were in place to ensure resilience in adverse circumstances.

Leaders demonstrated the skills, knowledge and, experience to lead effectively. Staff told us the leaders at all levels were supportive, approachable, and responsive to concerns, and said they consistently modelled the practice’s values. The leadership collaborated with other practices in the Primary Care Network and contributed to the development of local primary care practices.

The practice promoted a positive culture where staff felt safe to speak up and confident their concerns would be heard. Freedom to Speak Up arrangements were in place. Staff knew how to raise concerns, and we saw evidence of these processes being used effectively.

Policies supporting equality, diversity and inclusion were in place. Reasonable adjustments demonstrated a commitment to valuing all employees. The leaders explained that they provided flexible working arrangements and time for staff to follow their religious and cultural beliefs. Staff had access to continual professional development, support, and mentorship. Staff had access to occupational health.

Staff had clear roles, responsibilities, and governance systems to support high-quality, sustainable care. Leaders used reliable data on risk, performance, and outcomes. Staff were well-supported, understood their roles, and received regular appraisals. Governance processes were mostly well-established, with accessible policies and procedures. Leaders held regular meetings to address clinical concerns and risks, recording and sharing actions clearly. Staff demonstrated a commitment to confidentiality and information security. However, further assurance of role specific training was required for some clinical staff to ensure they were competent for their role.

Staff collaborated with other agencies and shared information and learning to help ensure seamless care. The provider worked with other practices in their primary care network to deliver extended access and vaccination programmes. The practice had an active PPG who reported a good working relationship with staff.

The leaders carried out continuous learning, and improvements across the organisation. The practice had a strategic plan in place to help drive improvements which focussed on access. Examples of innovative ways of working were a meeting held to increase the awareness of dementia which was supported by the Alzheimer’s society and carers groups. Also, the development of an event to discuss long term health conditions.