Mayfield 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

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 had contributed to the development of the services vision and strategy, which was kept under review.

Staff reported that they felt valued and listened to, and that they could raise concerns and contribute to service development.

The service demonstrated understanding of the challenges affecting its current population and wider local communities due to the projected increase in the local residential housing market and was working with partner agencies to address future challenges.

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.

We received 9 staff feedback forms which contained positive feedback from staff reporting that they felt relaxed, happy and supported whilst at work. We also spoke with staff in remote interviews and during our onsite visit who also confirmed this. They told us they felt appreciated and valued by all the leaders of the service.

Staff told us leaders in the service were 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 Primary Care Network (PCN) and were engaged in the development of primary care services within the local area.

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

The service had established Freedom to Speak (FTSU) up arrangements with an appointed FTSU Guardian. There was also a nominated FTSU guardian within the PCN. Staff were aware of how to raise concerns and told us that they felt confident in doing so.

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.

Staff described a positive culture, and the service provided opportunities for development through internal progression pathways.

Policies and procedures to promote diversity and equality were in place. Reasonable adjustments were made where required, and staff feedback indicated that staff felt supported and valued at work.

The service promoted an inclusive workforce culture through regular communication and engagement with staff.

The service 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 act on the best information about risk, performance and outcomes, and share 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.

Managers met with staff regularly to complete appraisals and performance reviews. The provider had established governance processes that were appropriate for their service. Staff could access all required policies and procedures.

Managers held regular practice meetings with staff, during which they discussed clinical concerns and emerging risks. Managers clearly recorded any actions arising from these meetings and ensured they shared these with staff.

The service had a business continuity plan which provided guidance and information for staff to follow in the event of systematic failures and staff were aware of how to access this.

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

They meet with PPG every 3 months and the meeting was attended by the practice manager and patient services manager. They feed back to the GP partners and also discuss the PPG in their clinical and admin meetings, to ensure they were communicating well across the whole practice.

The service worked with other services within their PCN to offer extended access, and flu and covid vaccination programmes. Staff had made adjustments to improve coordination of their service with community healthcare services, including through recently established weekly meetings centred on the care of those at higher risk of hospital admission.

The service focused on continuous learning, innovation and improvement across the organisation and local system. They encouraged creative ways of delivering equality of experience, outcome and quality of life for people. They actively contribute to safe, effective practice and research.

The service had a quality improvement plan in place to help drive improvements in services. This focussed on the telephone appointment system which enabled callers to access different parts of the service according to their needs such as the prescription team. All staff were encouraged to put forward and test out new ways of working.

The service was a well-established training practice for GP trainees. Some trainees returned to work at the service as salaried GPs or locums.