Whitley 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 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 has changed to outstanding.

This service scored 93 (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 very clear shared vision, strategy and culture. This was based on transparency, equity, equality and human rights, diversity and inclusion, engagement, and an exceptional understanding of the challenges and the needs of people and their communities.

Staff explained how they had contributed to the development of the practice vision and strategy, which was kept under review. The practice was aware of the projected increase in the local population and was working with partner agencies to address future challenges. They attended meetings to ensure they fully understood future developments in the area and also ensure the partner agencies were aware of the impact of these developments to the practice.

The practice held the declaration of safe surgeries which ensured they were a safe surgery for everyone in the community.

There were policies and procedures in place to support and promote equality and diversity. The practice had received compliments with the theme of inclusivity and being treated fairly and equally running through. It was clear that there was a strong learning culture with the service. Staff told us they felt able to raise concerns or highlight when things had gone wrong due to the no-blame culture.

The service had exceptionally 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 always 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 (PCN) 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. The practices Freedom to Speak up champion is part of the Integrated Care Board (ICB). Staff were aware of how to raise concerns, and we saw examples where staff had used the arrangements in place to positive effect.

The service valued diversity in their workforce. They worked towards an inclusive and fair culture by improving equality and equity for people who worked for them.

Policies and procedures to promote diversity and equality were in place. Adjustments had been made to ensure all staff were valued. Staff told us that they felt fully supported and that the leaders were always available to support them on an individual basis.

The service had clear responsibilities, roles, systems of accountability and good governance. They used these to manage and deliver high-quality, sustainable care, treatment and support. They always 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. People were able to ask to speak to reception staff in private and this was always able to be facilitated due to room availability.

We received overwhelmingly positive feedback from staff and from members of the patient participation group (PPG) highlighting the proactive approach of the leaders. They actively listened to feedback and acted upon this quickly.

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

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

The service worked alongside community charities and offered them space within the practice to setup workshops. Having the workshops in place at the practice made it easier for people to access support that might be out of their reach. The services were able to help people overcome personal difficulties, such as financial hardship, that had an impact on the mental health of people.

The practice were aware of health inequalities within the local area and worked with a local mosque to provide health education and health checks to help improve the health outcomes of people from minority backgrounds.

In 2024 the service achieved a gold award for excellence in health care provision for lesbian, gay, bisexual and trans people from the Pride in Practice accrediting charity, through working with and learning from stakeholders.

The service was a Armed Forces veteran friendly accredited GP practice.

The service had a strong focus on continuous learning, innovation and improvement across the organisation and local system. They always 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 practice had a quality improvement plan to help drive improvements in services. All staff were encouraged to put forward and test out new ways of working.

Any innovative, new or improved ways of working were shared with the PCN.

The provider asked people to suggest ways in which the service could improve and all suggestions both from people using the service and those employed by the services were discussed.

All learning from significant events were shared with the PCN to help improve services within the local area.