Avon Road 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

We looked for evidence that practice leadership, management and governance assured quality, person-centred care; supported learning and innovation; and promoted an open, fair culture.

This service scored 82 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The practice had a mission statement which had been developed with staff. This was to provide efficient, high quality and professional GP healthcare services to all our patients. The leaders encouraged the staff to take part in learning, professional development, and training. Business continuity and disaster recovery plans were in place to ensure resilience in adverse circumstances

Leaders demonstrated the skills, knowledge and, experience to lead effectively. Staff told us the leaders at all levels were supportive, approachable and responsive to concerns, and said they consistently modelled the practice’s values. The leadership collaborated with other practices in the Primary Care Network and contributed to the development of local primary care practices. The providers chaired the children health multidisciplinary team meeting, and the practice had been the lead practice for healthcare pilots.

The practice promoted a positive culture where staff felt safe to speak up and confident their concerns would be heard. Freedom to Speak Up arrangements were in place. Staff knew how to raise concerns, and we saw evidence of these processes being used effectively.

Policies supporting diversity and inclusion were in place. Reasonable adjustments demonstrated a commitment to valuing all employees. The leaders explained that they provided flexible working arrangements and time for staff to follow their religious and cultural beliefs. Staff had access to continual professional development, support and mentorship. Staff had access to occupational health. The practice had completed a reception restructure and encouraged workforce development. For example, staff held champion roles, to embed best practice and support colleagues. The leaders explained how they developed the workforce and planned for change. In 2025, the practice’s staff survey reported that all staff clearly understood their roles, received the necessary support from colleagues, felt valued and respected, were proud to be part of the team, had strong relationships with colleagues, and were supported through emotionally demanding work.

The practice had invested in computer software which enabled them to monitor and govern the practice by providing reliable data on risk, performance and outcomes to support high-quality care. Leaders held regular meetings to discuss risk, performance and operational management of the practice.

Staff had clear roles, responsibilities, and governance systems to support high-quality, sustainable care. Staff were well-supported, understood their roles, and received regular appraisals. Governance processes were well-established, with accessible policies and procedures. Staff demonstrated a commitment to confidentiality and information security.

Staff collaborated with other agencies and shared information and learning to help ensure seamless care. The provider worked with other practices in their primary care network (PCN) to deliver extended access and vaccination programmes. The practice had an active PPG who reported a good working relationship with staff. The practice had piloted projects for the PCN, and the provider was the chair of the children’s health multidisciplinary team.

The practice had promoted good practice within the local primary care group, where it had initiated, worked in partnership to promote good practice. For example, the practice was approached to participate in and lead a pilot of the Havering Child Health Hub Multi-Disciplinary Team (MDT) model. They had established and coordinated a monthly frailty MDT across the local PCN practices, providing routine access to a consultant geriatrician for complex, frail, and high‑risk patients. The practice had played an active role in the delivery of the Primary Care Network Aligned Community Team (PACT), a proactive service created to meet the needs of older, frail and housebound patients.

The leaders demonstrated they had a commitment to improvement and innovation. This was demonstrated by: -

• The practice had invested in computer software which enabled them to monitor and govern the practice by providing reliable date on risk, performance and outcomes to support high-quality care.
• The practice was a training practice for trainee doctors at multiple stages. Trainee doctors received structured supervision, feedback, and teaching time. The practice hosted foundation year doctors, GP Specialty Trainees doctors and Year 6 Medical Students from University College London (UCL) who undertook their primary care placement at the practice.
• The practice had supported members of the administration team with career development to enable them to become a deputy practice manager. Staff had champion roles to aid their development and improve the quality of care at the practice.
• The practice conducted a high-intensity patient project to improve care for individuals who frequently used primary and wider health services, often due to complex, unmet needs. The model was adapted throughout the local primary care network, and it helped to initiate and operationalise the continuity of care model.
• The practice had initiated proactive identification of carers, gathering information about their caring roles and their emotional wellbeing to enable staff to provide tailored treatment, care and information for their needs. The project enabled the practice to routinely improve the identification of carers during registration.
• The practice had signed up to be a C-Card distributor. This is a card that gives people quick and easy access to free condoms. This service was available to anyone aged 13 to 25 years. The practice was the only local service to provide this.
• Following patient feedback, the practice implemented a quality improvement initiative to support patients in using the NHS App. This included a dedicated digital teaching session and a drop-in event in partnership with Age UK, where staff guided patients through downloading, setting up, and accessing their records. The outcome was positive, and the practice now ranks among the largest locally for NHS App uptake.
• The practice piloted the primary care network practice care service for frail older adults and their carer, this offered a comprehensive geriatric assessment, structured medication review, advanced care planning, Universal Care Plan, Multidisciplinary Team input and referrals to social prescribing and other local voluntary services to patients discharged from hospital who were over 65 years old.
• The provider chaired the primary care network multidisciplinary team meeting for child health.