Bridge 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.

We assessed all quality statement from this key question. At our last assessment, we rated this key question as good. The rating remains good following this assessment.

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 ensured there was a shared vision, strategy and culture that staff in all areas knew, understood and supported. Leaders demonstrated a positive, compassionate and listening culture and equality and diversity were actively promoted.

The culture of the service was based on transparency, inclusion and engagement. Leaders demonstrated that they understood the challenges to quality and sustainability and those of the people they served and their communities and they were working with partner agencies to support people effectively.

Staff spoke of a shared vision to provide a high quality, patient centred service that was responsive to people’s needs. Staff told us they felt positive about working at the practice. They described good teamwork and a service that was clear on its purpose to work in the interests of patients and provide a good experience.

Leaders were visible and inclusive, and they understood the context in which they delivered care, treatment and support. Leaders had the skills, knowledge, experience and credibility to lead effectively. They did so with integrity, openness and honesty and staff embodied the culture and values of the organisation.

The leadership team worked with other practices in the primary care network (PCN) and were engaged in the development of primary care services within the local area.

The provider monitored and acted upon data about outcomes for patients. They made improvements when required.

Leadership, management and governance ensured good-quality, person-centred care and treatment was provided and the provider was working to improve the service in response to feedback from people who used it and staff.

The provider fostered a positive culture where people felt they could speak up without fear of detriment and their voice would be heard and concerns acted upon.

Leaders encouraged staff to raise concerns and promoted the value of doing so. We received a number of completed CQC staff feedback forms and all staff who completed these said they felt well supported and confident to raise concerns.

The practice had established freedom to speak up arrangements. Staff were provided with information about speaking up and were informed of a dedicated ‘freedom to speak up’ person that they could approach. They told us they felt confident to raise issues and that if they did these would be listened to and acted upon.

The provider valued diversity in the workforce and the importance of providing an inclusive and fair culture by improving equality and equity for people who worked for them.

Reasonable adjustments were made to support staff to carry out their roles. Staff with caring responsibilities were actively supported with a flexible approach and changes to schedules to accommodate their needs.

Staff had completed training in equality, diversity, and inclusion and were aware of supporting people with protected characteristics such as age, gender, religion, or disability. We saw and heard of no concerns with regards to workforce equality at any level including the recruitment of staff. The practice had an equality, diversity, and inclusion policy.

There were clear and effective arrangements for governance, management and accountability.Effective governance processes were in place, which supported the safe delivery of care.

Staff understood their roles and responsibilities and those of other members of the team and lines of accountability were clear. Staff felt well supported in their role.

Information was used effectively to monitor and improve the quality of care and treatment provided.

The provider ran a regular suite of searches of the clinal record system to identify patient health needs and ensure these were being met.

The practice used digital services securely and effectively. There were arrangements in place for the availability, integrity and confidentiality of data, records, and data management systems and staff took patient confidentiality and information security seriously.

There were arrangements for identifying, managing, and mitigating risks. A major incident plan was in place.

The provider understood their duty to work collaboratively and in partnership with relevant external stakeholders, commissioners and partner agencies to provide and develop effective services. They shared information and learning with partners and collaborated for improvement.

Staff were encouraged and supported to attend local forums which provided networking opportunities with other services within the primary care network.

The provider worked with other practices within their primary care network (PCN) to offer services across the locality.

The provider supported learning and innovation and promoted an open, learning culture. There was a focus on continuous learning and improvement across the service. For example, the service was a training practice.

There were regular clinical meetings to discuss patient needs and best practice.

Systems for assessing the quality of the service and outcomes for patients were in place.

The provider worked collaboratively and in partnership with stakeholders to improve the experience of people who used the service and those within the locality.