Hollywood Medical Practice

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 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 remains the same. This meant leadership was good. Leaders and the culture they created supported the delivery of high-quality care.

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 and staff 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. Leaders were aware of the projected increase in the local population and was working with partner agencies to address future challenges.

The service was led by inclusive leaders at every level who demonstrated an understanding of the care, treatment, and support they provided. They modelled the organisation’s culture and values, fostering a positive workforce. Leaders possessed the skills, knowledge, experience, and credibility necessary to lead effectively and did so with integrity, openness, and honesty. Staff consistently reported feeling supported by leadership, describing them as approachable and open. They highlighted how leaders actively listened and modelled the values of the practice in their day-to-day interactions. We also observed the leadership team collaborated with other practices within the primary care network and played an active role in shaping primary care services across 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 and felt they would be listened to and respected if they did so.

Leaders showed a commitment to diversity in their staff. They worked to create a fair and inclusive culture by improving equality and equity for all staff. Policies and procedures were in place to support these goals and ensure fair treatment across all roles. We saw reasonable adjustments, such as flexible working arrangements, had been made to meet individual needs and help staff feel valued and supported in their work.

The service demonstrated effective governance and leadership. Leaders and staff had clearly defined roles and responsibilities, supported by robust systems of accountability. These structures enabled the delivery of good-quality, sustainable care and support. Decision-making was informed by reliable data on risk, performance, and outcomes, which was shared securely when appropriate.

The service understood their duty to collaborate and work in partnership, so services worked seamlessly for people. They shared information and learning with partners and collaborate for improvement. The provider worked with other practices within their primary care network to offer extended access. Staff worked with community healthcare services, including through established meetings centred on the care of people who were housebound or had long term conditions.

The service focused on ongoing learning, new ideas, and making things better across the organisation and local area. They encouraged creative ways to make sure everyone had equal experiences, outcomes, and quality of life. Staff took part in safe, effective care and supported research. There was a plan in place to improve services for the local community. The lead nurse organised regular meetings for all nurses in the primary care network (PCN), giving them a chance to share ideas and talk about good practice.