Crawley Road 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 practice leadership, management and governance assured high-quality, person-centred care; supported learning and innovation; and promoted an open, fair culture. Leaders proactively supported staff and collaborated with partners to deliver care that was, integrated, person-centred and sustainable.

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.

Leaders explained there had been changes to the management of the practice and they had worked with the staff to find a shared direction and culture. The practice 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.

The practice had inclusive leaders at all levels who understood the context in which they delivered care. They embodied the culture and values of their workforce and organisation. Leaders had the skills, knowledge, experience and credibility to lead effectively. Staff reported that practice leaders were approachable and responded to any concerns raised, and they had modelled the values of the practice.

The practice fostered a positive culture where staff felt they could speak up and their voice would be heard. They had established Freedom to Speak up arrangements with another practice. Every room within the practice had a Freedom to Speak up poster and staff were aware of how to raise concerns.

The practice 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 practice had processes in place to enable staff to raise their concerns, staff had the opportunity to raise issues at meetings, supervision and appraisal, and the staff survey. Staff had completed equality and diversity training.

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 practice. 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 practice had a focus on continuous learning, innovation and improvement across the organisation and local system.

Whilst we did identify a few shortfalls during this assessment, the provider was responsive to our findings and acted immediately to address our concerns.

The practice had a quality improvement plan in place to help drive improvements in services. Quarterly management meetings were held to discuss strategy, set priorities and align the practice’s goals. All staff were encouraged to put forward and test out new ways of working.