Haiderian 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 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 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.

Staff and leaders understood the challenges and the needs of people and their communities. The staff had a shared vision, this was based on empowering patients, engaging with the community and enhancing the staff team. This included reducing health inequalities.

The leaders described they wanted to support staff wellbeing and build relationships and trust, where staff could raise concerns. A 2025 staff survey found all staff felt able to speak up if a patient was at risk and able to inform the leaders if a mistake was made. All staff agreed that senior leaders were approachable and open to feedback, which supported transparency and reinforced a positive organisational culture.

To support staff wellbeing, the lead partner was involved in reviewing the practice staff level of moral injury. This is the deep psychological, emotional, and spiritual distress staff experience when forced to act or fail to act in ways that violate their own ethical beliefs, often due to constraints like understaffing or lack of resources. A staff survey in 2025 found that 55% of staff felt distressed when system pressures prevented them from doing what they thought were right for patients. In response the leaders had reviewed ways of reducing moral injury by recruiting additional practice staff.

The leaders encouraged the staff to take part in learning, professional development, and training.

We did not look at Capable, compassionate and inclusive leaders during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Freedom to speak up during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Workforce equality, diversity and inclusion during this assessment. The score for this quality statement is based on the previous rating for Well-led.

Staff had clear roles, responsibilities, and governance systems to support high-quality, sustainable care. Staff were well-supported, understood their roles, and received regular training and appraisals.

Governance processes were well-established, with accessible policies and procedures. Leaders used reliable data on risk, performance, and outcomes. The practice had an operational risk assessment, that enabled the leader to review and mitigate any risks to the service.

Leaders held regular meetings to address clinical concerns and risks, recording and sharing actions clearly. To support good governance the practice held regular reception and administration, and partnership meetings.

Staff demonstrated a commitment to confidentiality and information security.

The psychological safety staff survey in 2025 found all respondents agreed learning from significant events and complaints was handled constructively. Demonstrating a developed approach to incident management and quality improvement.

We did not look at Partnerships and communities during this assessment. The score for this quality statement is based on the previous rating for Well-led.

We did not look at Learning, improvement and innovation during this assessment. The score for this quality statement is based on the previous rating for Well-led.