Church Crescent 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.

This is the first inspection for this service since its registration with CQC. This key question has been rated as good.

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’s vision was displayed on its website which stated that it offered medical care that was not just reactive but proactive, treating patients holistically and fostering longevity and wellness. The service was client-focused and took a highly responsible approach to the services it delivered.

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

The service fostered a positive culture where people felt they could speak up and their voice would be heard. The practice had systems in place for people to raise any concerns about the service, although none had been received at the time of this inspection.

The service was run by a sole lead doctor who did not employ any staff.

The service had clear responsibilities, roles, systems of accountability and good governance. The service delivered good quality, sustainable care, treatment and support. They acted on the best information about risk, performance and outcomes, and shared this securely with others when appropriate.

The governance arrangements in place were appropriate to the services that were provided. Staff took patient confidentiality and information security seriously. The service had developed appropriate policies and procedures and regularly completed risk assessments and audits to ensure improvements were made to the service where required.

Feedback we received from people using the service was positive. The service understood its duty to collaborate and work in partnership, so services worked seamlessly for people. Information and learning was shared with the sector, peers and partners where appropriate.

The service focused on continuous learning, innovation and improvement across the organisation. They encouraged creative ways of delivering quality of experience, outcome and quality of life for people. They actively contributed to safe, effective practice and research. The service could demonstrate how it used feedback to make improvements. For example, following a capacity demand audit completed, the service amended its appointments booking to accommodate patient demand.