Cannock Road 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 service 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 service had a shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and understanding challenges and the needs of people and their communities.

Leaders invested in learning for staff to assist them in best practice. They demonstrated the importance of staff wellbeing to support them in providing positive outcomes for people using the service.

Feedback from staff and people using the service was positive about the practice culture. They told us there was an open and transparent culture and they were supported to raise any concerns or suggestions for improvement.

The service had inclusive leaders at all levels who understood the context in which they delivered care, treatment and support and embodied the culture and values of their workforce and organisation. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty.

The leadership team worked well together, drawing on each person’s strengths in the best way, valuing each role, and demonstrated that good communication enabled the team to provide good care.

Staff told us leaders in the service were visible, approachable and responded to any concerns raised. Staff also told us leaders modelled the values of the service. We saw the leadership team worked with other services in the local primary care network and were engaged in the development of primary care services within the local area.

Staff said they were fully supported at work and could raise and discuss personal issues which may impact their performance. Leaders understood and acted to minimise the impact of staff absence. Workplace adjustments were tailored to individuals by understanding leaders.

The service fostered a positive culture where people felt they could speak up and their voice would be heard.

Staff were aware of how to raise concerns with leaders and the external freedom to speak up arrangements. Staff told us they were confident and comfortable to raise concerns with any of the leadership team and shared examples of where they had been able to discuss concerns in a safe and confidential way.

The service valued diversity in their workforce. They work towards an inclusive and fair culture by improving equality and equity for people who work for them.

Policies and procedures to promote diversity and equality were in place. Staff told us they felt respected and valued within the team, with an inclusive culture where they could speak up and opinions were all respected.

Staff told us that leaders responded fairly to requests for flexible working patterns. They also told us they felt that they were treated as equal members of the team, included in discussions, and that their opinions were valued.

Staff had regular appraisals and performance reviews which were approached in a consistent way.

The service had clear responsibilities, roles, systems of accountability and governance. They used these to manage and deliver good quality, sustainable care, treatment and support. They act on the best information about risk, performance and outcomes, and share this securely with others when appropriate.

The providers had established governance processes that were appropriate for their service. Staff could access all required policies and procedures within detailed handbooks which were easy to navigate and provided links to additional information regarding legislation and national guidance.

Regular practice meetings took place with staff, during which everyone was able to discuss clinical concerns and emerging risks.

Security of the premises, equipment and data had been assessed and measures were in place to reduce risks. There was a clear detailed document to support staff in the event of emergencies, covering a wide range of scenarios. The leadership team had a clear understanding of risks to the service and had measures in place to reduce any impact that may occur.

The service understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners and collaborated for improvement.

We saw the leadership team worked with other practices in the Primary Care Network (PCN) and were engaged in the development of primary care services within the local area. For example extended hours and access to a range of health care professionals.

The providers had worked with the PCN, NHS England and the local council to provide women’s health clinics on weekends.

The service worked in partnership with other community services, such as care homes, to ensure that people’s needs were met. This included allowing time for meaningful conversations about required adjustments and individual wishes.
The service also took part in meetings with other healthcare providers to support a joined‑up approach. This helped ensure that people’s needs and preferences were shared appropriately, reducing the need for them to repeat the same information multiple times.

The service focused on continuous learning, innovation and improvement across the organisation and local system. They actively contributed to safe, effective practice and research.

The service was a training facility and we saw evidence of trainee GPs completing audits with supported learning which had a positive impact on patient care, such as an increase in compliance with routine blood tests.

The leadership demonstrated a well-established learning environment where trainee GPs were supported, encouraged and developed with opportunities to learn, discuss and see the impact of changes to patient care.

Staff told us they had opportunities for development and were encouraged to share ideas and thoughts on how the service could improve.

The leaders had developed system prompts to improve the consistency of documented information and patient outcomes. For example a template for tonsillitis to support safe prescribing decisions.