During an assessment under our new approach
Date of Assessment: 28 April 2026. Churchill Medical Centre is a GP practice and delivers services to approximately 13,800 people under a contract held with NHS England. The practice has a branch surgery at Ching Way Medical Centre. According to the latest available data, the ethnic make-up of the service area is approximately 58.4% White, 14.2% Asian, 6.5% Mixed, 14.2% Black and 6.8% Other. Information published by the Office for Health Improvement and Disparities shows deprivation within the service population group is in the fifth decile (5 of 10). The lower the decile, the more deprived the service population is relative to others.
We undertook this focused assessment due to the length of time since our last assessment. We assessed 10 quality statements from across all 5 key questions. This assessment considered the demographics of the people using the service, the context the service was working within and how this impacted service delivery. The assessment did not contain a review of clinical records. Where relevant, further commentary is provided in the quality statements section of this report.
Staff kept facilities clean and assessed and managed the risk of infection well and took steps to control the risk of it spreading. There were enough staff with the right skills, qualifications and experience. However, the service was not fully compliant with the required recruitment checks and, there was not always a full immunisation history, or risk assessment, of staff vaccinations against potential healthcare acquired infections.
Staff supported people to live healthier lives, monitoring their care and treatment to ensure they received positive and consistent outcomes.
Staff treated people with kindness, empathy and compassion, and respected their privacy and dignity.
The service demonstrated efforts to ensure patients could access timely care and treatment when they needed it. Data from the GP Patient Survey showed people mostly had a positive patient experience.Leaders and staff were alert to discrimination and inequality that could disadvantage groups of people who used the service and sought ways to address any barriers.
The service had a clear vision and strategy, which considered the needs of the people who used their service and the wider community. Staff understood their individual roles and responsibilities. Leaders accounted for the actions, behaviours and performance of staff through clear and effective governance processes.