Stourport Medical Centre

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.

We rated this key question as Good.

This service scored 82 (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 clear mission statement: ‘Care. Integrity. Commitment. Sustainability.’

We saw the practice took their mission statement seriously and were proactive in trying to meet these aims. For example, in line with the aim of being a ‘Caring’ practice, we were provided with evidence of positive outcomes as a result of the efforts made by staff to care for the most vulnerable members of society including people addicted to drugs.

The culture of the practice was open, transparent, blame free and non-discriminatory. We saw staff worked well together and the practice was well organised.

Leaders had the skills, knowledge, experience and credibility to lead effectively. They endeavoured to be approachable and operated an ‘open door’ policy to encourage staff to raise concerns confidently with them.

Leaders actively engaged with patients, staff, and partner organisations to gather feedback and they took meaningful action in response. They demonstrated during the assessment how they made changes for the better wherever they could. For example, in response to feedback from staff, the practice arranged additional training for staff for managing difficult situations with patients. In addition, in response to nursing staff feedback, the practice arranged increased administrative time and longer appointment times allocated for specific appointments. Written feedback we received from staff identified some areas for improvement they would like which included additional staff to cover busier practice times such as on Monday mornings; reception meetings as opposed to daily briefings; engagement with and from the wider Wyre Forest Health Partnership central management team; increased flexibility with GP working hours; and increased clinical input from the pharmacists.

We saw the leadership team worked with other practices in the primary care network and were engaged in the development of primary care services within the local area.

The practice strived to ensure staff could speak up and their voice would be heard. There were systems and policies in place to support staff to whistle blow or to speak with a ‘Freedom to Speak Up Guardian’ if they needed to. The practice had appointed a Freedom to Speak Up Guardian who worked externally to the practice. Wyre Forest Health Partnership had also arranged a staff council with staff representatives from each practice. Members of the staff council also acted a Freedom to Speak Up Champions.

The practice valued diversity in their workforce. They had an inclusive and fair culture which had improved equality and equity for people who work for them. Policies and procedures to promote diversity and equality were in place. Staff had received training in equality, diversity and inclusion and were aware of supporting people with protected characteristics such as age, gender, religion and disability. There was a zero tolerance to bullying and harassment and leaders were committed to providing an inclusive and supportive working environment.

Staff reported high levels of job satisfaction and were encouraged by leaders to be involved in contributing to the running of the practice and improving the service delivered for patients.

The practice had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver 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.

Leaders and managers supported staff, and all staff we spoke with were clear on their individual roles and responsibilities. Nominated GPs had been given lead clinical roles within the practice such as drug and alcohol addictions; LGBTQ+; frailty; and end of life care.

The practice had established, embedded, governance processes and staff could access all required policies and procedures. Managers held regular meetings with staff, during which they discussed clinical and non-clinical concerns and emerging risks. Managers clearly recorded any actions arising from these meetings and ensured they shared these with staff. Staff took patient confidentiality and information security seriously.

The practice demonstrated an exceptional commitment to partnership working and community engagement, with collaboration embedded throughout the organisation. Leaders and staff were passionate about developing strong relationships across the health and care system, working proactively with partners to improve services, share learning and deliver better outcomes for patients. There was clear evidence that the practice not only benefited from collaborative working but also acted as a catalyst for improvement across the wider healthcare community.

The practice worked closely with neighbouring practices through its Primary Care Network (PCN) and the Wyre Forest Health Partnership. Staff regularly participated in collaborative forums where best practice, learning and quality improvement initiatives were shared across organisations. This approach promoted consistency in service delivery, reduced variation and enabled successful innovations to be adopted more widely for the benefit of local populations.

A particularly strong example of system leadership was demonstrated through the practice’s selection as an Accurx Triage Ambassador. This recognition reflected the practice’s success in implementing and embedding a total triage model that had improved access and patient flow. Through this ambassador role, staff had provided training and support to 9 other practices, helping them to develop and improve their own triage systems. We saw evidence of highly positive feedback from 5 practices that had received this support, with colleagues highlighting the value of the training and expertise provided. Staff had also contributed to a wider roadshow event, delivering training to representatives from a further 15 practices. This demonstrated the practice’s willingness to share learning beyond its own organisation and its significant contribution to service improvement across the wider healthcare system.

In addition, we received feedback from neighbouring practices that praised the support provided by the Site Manager regarding practice premises development. This included assistance with the design, planning, construction and financing of building projects. Such support enabled other organisations to benefit from the practice’s expertise and experience, strengthening infrastructure and service provision across the locality.

The practice also demonstrated a strong commitment to supporting community partners through education and prevention initiatives. For example, the nursing team organised an asthma advice and guidance session for school staff and invited local schools and nurseries from across the Wyre Forest area to attend. The session provided practical education on recognising asthma symptoms in children, the correct use of inhalers and spacer devices, and the implementation of asthma action plans. This proactive initiative helped equip school staff with the knowledge and confidence to support children with asthma more effectively and reduce the risk of avoidable deterioration. Feedback from attendees was highly positive, with participants describing the session as informative, practical and valuable in highlighting the importance of effective asthma management.

In addition, the practice nursing team was engaging with the ‘Younity Youth and Family Hub’ to provide educational health talks in the community on topics such as immunisations, cervical screening, contraception and careers in healthcare. By bringing healthcare expertise directly into community settings, the practice was helping to improve health literacy, increase awareness of preventative healthcare and encourage greater engagement with health services among local residents.

Leaders told us at the time of our assessment, there had been reports of stabbings in the local community, with two incidents occurring within the last 6 months. In collaboration with Stourport Police, the practice had invested in a ‘Control The Bleed Kit’ which contains specific tools to help control excessive bleeding in case of an emergency. Staff also learnt about various locations in the community area where public bleed kits are located. Staff explained the purchase of the Control The Bleed Kit was as a result of the Daniel Baird Foundation Charity, where in 2017, 26-year-old Daniel Baird

was fatally stabbed in Birmingham and died shortly after arriving at hospital due to the catastrophic bleeding. This initiative reflected a proactive and socially responsible approach to community safety, demonstrating how the practice had worked beyond traditional healthcare boundaries to respond to local population needs and potentially save lives.

Staff also worked collaboratively with community pharmacy colleagues to ensure patients accessed the most appropriate care in a timely manner. Patients were routinely referred to the Pharmacy First service where appropriate, enabling individuals with minor illnesses or urgent medication requirements to receive prompt treatment and advice from community pharmacists. Staff recognised that this approach improved patient access to care, supported self-management, reduced delays in treatment and ensured GP appointments remained available for those with more complex healthcare needs. This demonstrated effective partnership working across primary care providers to improve both patient experience and service efficiency.

The practice actively sought and responded to the views of patients and the local community. Patient feedback was routinely collected through the NHS Friends and Family Test and reviewed on a monthly basis to identify opportunities for improvement. National GP Patient Survey results were analysed annually and used to inform service developments. The latest National GP Survey results showed 76% of patients felt they had enough support from local services or organisations in the last 12 months to help manage their long-term conditions or illnesses, which was above the national average of 70%.

The practice also maintained an engaged and influential Patient Participation Group (PPG), which played an active role in shaping services and improvements. For example, some members of the PPG had been invited to be involved in the design of building and gave their input into creating a sensory friendly environment for patients. In addition, in response to PPG feedback, the practice worked collaboratively with some members to develop a patient leaflet which provided patients with information about what to expect if they had been discharged from hospital. This initiative helped improve patient understanding, reduce uncertainty and support continuity of care between services.

Overall, the practice demonstrated an outstanding approach to partnerships and communities. Staff consistently worked beyond organisational boundaries to strengthen relationships, share expertise, support partner organisations and engage meaningfully with the communities they served. Their collaborative and outward-facing approach had resulted in tangible improvements for patients, partner organisations and the wider healthcare system, reflecting a mature and deeply embedded culture of partnership working.

The practice demonstrated an exceptional and deeply embedded culture of continuous learning, innovation and quality improvement. Staff at all levels were actively engaged in identifying opportunities to improve patient outcomes, using feedback, significant events, complaints, research, and performance data to drive sustainable service developments. There was a clear commitment not only to improving care within the practice but also to influencing and enhancing services across the wider health system.

A particularly strong example of innovation was demonstrated by the nursing team in relation to the management of patients with leg ulcers. Staff identified that patients were experiencing waits of up to three months for a Doppler assessment, an essential ultrasound test required before compression therapy can be safely prescribed. Nurses recognised that this delay was significantly longer than recommended within updated clinical guidance, which advised assessment within two weeks, and that patients were consequently at increased risk of infection, delayed healing and potential hospital admission. In response, the lead nurse proactively gathered clinical evidence to secure investment in a Doppler machine for use across the Wyre Forest Health Partnership. This innovation not only improved timely access to assessment and treatment but also supported more equitable care across the wider locality. To further improve outcomes, the lead nurse established a multidisciplinary wound care forum, bringing together professionals involved in wound management to share expertise and learning. The lead nurse also developed a patient self-management resource to increase patient knowledge, encourage self-care and support improved healing outcomes.

The practice was also highly committed to advancing healthcare through research. Clinicians provided numerous examples of research studies in which they were actively participating and demonstrated how research activity was embedded within the practice culture. We saw evidence that Stourport Medical Centre had been recognised as one of the top ten recruiting sites nationally for a COVID-19 research study. Staff described how participation in research delivered tangible benefits for patients, including access to innovative treatments and services not routinely available through standard care pathways. Research involvement had also enabled clinicians to expand clinical screening and diagnostic opportunities for patients, including assessments for conditions such as sleep apnoea, contributing to earlier identification and intervention.

Leaders described how the practice's significant contribution to research had been recognised through the successful award of wider care setting lead Research Delivery Network (RDN) funding.

The practice not only embraced learning internally but also played a key role in developing the wider healthcare workforce. Staff contributed to the dissemination of best practice through educational and training initiatives, including presentations at the Royal College of General Practitioners National Conference on substance misuse; and the delivery of total triage training for other NHS GP practices. As a teaching practice, Stourport Medical Centre provided training and development opportunities for medical students, GP registrars and foundation pharmacists, helping to shape the future workforce.

Innovation and learning were further strengthened through collaborative working across the Wyre Forest Health Partnership. Staff spoke enthusiastically about the partnership’s CQC Dashboard, an innovative quality improvement tool that brought together data from practices across the locality. The dashboard supported performance monitoring, benchmarking, identification of variation, and the sharing of learning and best practice. This enabled practices to learn from one another and drive continuous improvement across the partnership. In addition, the Wyre Forest Health Partnership had established a dedicated Business Development Committee that provided a formal structure for generating, evaluating and implementing innovative ideas. This demonstrated a proactive and systematic approach to embedding innovation within everyday practice and ensuring successful initiatives were scaled and sustained for the benefit of patients and the wider healthcare system.