The Streatfield 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 in October 2016, 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.

All staff had contributed to the development of the practice vision and strategy, which was kept under review. The practice was aware of projected increases in the local population and was working with partner agencies to address future challenges. For example, they were exploring ways to increase capacity and space to offer patients more in-house services.

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.

Staff told us leaders in the practice were approachable and responded to any concerns raised. Staff also told us leaders modelled the values of the practice. 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 service fostered a positive culture where people felt they could speak up and their voice would be heard.

The practice had established Freedom to Speak up arrangements with other practices in the primary care network. Staff were aware of how to raise concerns.

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. The provider obtained staff feedback using a range of approaches, such as staff surveys, performance appraisals, informal conversations, and regular team meetings. The provider also obtained feedback from staff employed via the primary care network, such as a pharmacist, physiotherapist and physician associate.

Adjustments were made to ensure that all staff felt valued. Following a Workforce and Wellbeing Quality Improvement Project in 2023/24, the provider implemented several initiatives which included: strengthening awareness of internal and external workforce wellbeing resources across all staff groups; appointing a mental health champion; enhancing induction processes and support for new starters; and promoting the role of the Freedom to Speak Up Guardian. The provider reported an improvement in staff wellbeing outcomes, including a reduction in staff sickness absence from an average of 6 days in Quarter 3 to 1 day in Quarter 4 of 2023/24 (an 83% decrease).

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 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. 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. Staff took patient confidentiality and information security seriously.

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.

The provider worked with other practices within their primary care network (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 monthly meetings centred on the care of those at higher risk of hospital admission.

The practice had an active Patient Participation Group (PPG) who met annually at face to face meetings. Meetings were structured and with an agenda, with the most recent meeting covering updates on staffing and clinical capacity, the upgraded telephony system, extended access within the locality, and patient feedback. Representatives from the PPG who provided feedback during our assessment spoke positively about their interactions with the practice and the quality of service provided.

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 contributed to safe, effective practice and research.

The practice had a quality improvement plan in place to help drive improvements in services. This focussed on access and the appointment system. Staff were encouraged to propose and trial new ways of working, with examples observed across both clinical and administrative functions.