Grovehurst Surgery

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

Improvements were required in some governance systems. Leaders and staff had a shared vision and culture based on listening, learning and trust. Leaders were visible, knowledgeable and supportive, helping staff develop in their roles. Staff felt supported to give feedback and said they were treated equally, free from bullying or harassment. Staff understood their roles and responsibilities. Managers worked with the local community to deliver the best possible care and were receptive to new ideas.

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.

An open and honest culture was reported, where staff felt comfortable raising concerns without fear of retribution. The safety and wellbeing of staff were highlighted as one of many priorities. Staff also expressed confidence in the actions and decisions made by the leadership team.

The practice was aware of the anticipated growth in the local population and had incorporated this into its strategic planning. As part of its expansion efforts, the practice was taking steps to acquire a lease on the adjoining building to increase capacity and improve access to 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.

Staff told us leaders in the practice were approachable and responded to concerns raised. Staff were positive about working at the practice and told us they felt supported, valued and listened to. There was a strong emphasis on teamwork, professional development, and responsive management. While staff appreciated the open communication and improvements made based on feedback, they told us there were areas for improvement. For example, improving internal communication and recruiting more clinical and non-clinical staff. Staff appreciated the limitations of space in the building and welcomed a possible refurbishment. Some staff highlighted challenges in balancing clinical duties and administrative tasks, expressing a need for more protected time to manage both effectively.

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

Staff reported feeling comfortable approaching practice leaders as a first point of contact and expressed confidence that any concerns or information shared would be handled appropriately.

The practice fostered a positive culture where staff felt their voices would be heard and concerns could be raised without fear of repercussions.

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 reported feeling supported by practice leaders and their peers. They provided examples of the support they had received, including access to learning and development opportunities that contributed to their professional growth. Staff highlighted that the practice promoted a culture of equality, diversity and inclusion.

The provider had some governance, management and accountability arrangements in place. However, improvements were required to strengthen lines of accountability and give necessary guidance to staff. For example, regarding the management of premises checks, safe management of medicines, ensuring the prescribing competency of non-medical prescribers and regarding the processing of Medicine and Healthcare products Regulatory Agency (MHRA) alerts.

Leaders and managers supported staff, and all staff we spoke with were clear on their individual roles and responsibilities. Managers met with all staff to complete appraisals and performance reviews. 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 provider met with staff to assess and review performance. Lessons were learned from significant events and complaints, to help prevent similar incidents from reoccurring.

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 collaborate for improvement.

The practice demonstrated a partnership with the PPG, which contributed to the development of a Community Help Hub. We observed a range of organised support initiatives that occurred every month, including dedicated groups for autistic adults and community gatherings designed to foster social connections and reduce isolation.

The provider also shared their plans to further develop a dedicated space aimed at bringing people together in a supportive environment, particularly those who may benefit from increased social interaction. A café had been built in the practice to serve as a safe and inclusive environment for older adults. The café was scheduled to open in March 2026. It will be free to use and is self-funded by the practice with support from the local council and community businesses. This initiative was originally proposed by one of the lead GP partners and was developed in collaboration with the PPG as a tribute to a patient.

The service focused on continuous learning, innovation and improvement across the organisation and local system. Leaders demonstrated a clear understanding of the needs of the practice’s local population, including its demographics and the challenges faced.

The practice had systems and processes in place to support learning, continuous improvement and innovation.

In June 2024, the provider introduced point of care ultrasound into routine clinical practice. The provider told us this improved the speed and accuracy of diagnosis and patient management across care pathways while also streamlining referral processes and supporting more informed clinical decision making.

In May 2025, the provider carried out an impact assessment audit to evaluate the effectiveness and outcomes of using the point of care ultrasound over the preceding 12 months. The findings indicated early detection of conditions, improved diagnostic confidence and improved coordination with secondary care services. Outcomes included, urgent urology referrals for six patients with bladder abnormalities; timely diagnosis and specialist referral for three cases of acute pelvic pain; and liver changes identified in ten patients that prompted further investigation and informed early care planning, including palliative support where appropriate.

In July 2024 the provider introduced C-reactive protein (CRP) testing into the practice to support clinical decision-making. This involved using a device to measure levels of inflammation in the body, helping clinicians determine whether an illness is more likely caused by a bacterial or viral infection. The provider told us this approach enabled faster decisions, improved patient outcomes and more targeted referrals.

The provider conducted an impact assessment audit in June 2025 to evaluate the effectiveness and outcomes of using CRP testing in the preceding 12 months. The audit showed 212 CRP tests were carried out in the preceding 12 months, resulting to 21 referrals and helping 191 patients avoid hospital admission through timely and targeted care.

Significant events and complaints were used to make improvements. The provider told us learning was shared with staff; documents we viewed and staff we spoke with confirmed this.

Staff we spoke with told us management always encouraged them to develop professionally with courses and training.