Richmond 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

Leadership was exceptional, with a clear vision for delivering high‑quality, person‑centred care that was understood and enacted by staff at all levels. Leaders fostered a culture of openness, learning and innovation, where staff felt valued, supported and empowered to contribute to service improvement. Governance arrangements were strong and effective, providing clear oversight of quality, safety and performance. The provider demonstrated strategic thinking and proactive risk management, ensuring the service was well‑placed to meet current and future challenges. Continuous improvement was embedded, with leaders driving forward developments that enhanced patient experience, outcomes and equity.

This service scored 93 (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 clear and well‑communicated vision and strategy, developed with staff across all levels and grounded in equity, transparency and inclusion. The strategic framework was structured around defined priorities, with clear links between organisational intent, day‑to‑day delivery and measurable outcomes. Staff understood the vision and values, and described a culture that was open, supportive and focused on learning and improvement.

Leaders promoted a positive, compassionate and listening culture. Staff reported high levels of support, fairness and well-being, and felt able to raise concerns and contribute to service development. The service demonstrated a well‑developed understanding of equality, diversity and human rights, with inclusive leadership behaviours and development pathways that reflected the diversity of the community served.

The strategy was monitored through governance processes, with progress reviewed and risks to delivery identified and acted upon. Strategic priorities were reflected in improvements to access, integrated working, anticipatory care and workforce development, and in population‑level outcomes such as lower emergency attendance and admission rates compared with local averages.

Following the factual accuracy process, the provider submitted further evidence demonstrating how the service’s vision, strategic framework and cultural approach were embedded across the organisation and translated into measurable improvements. As a result, the score for this quality statement has been increased from 3 to 4.

Overall, the service demonstrated an embedded and coherent strategic approach, with a shared vision and culture that consistently translated into improvements for patients, staff and the wider system.

Leaders demonstrated a strong understanding of their patients and responded directly to identified needs, particularly during periods of increased vulnerability. During the COVID-19 pandemic, they proactively identified all housebound patients and provided essential food deliveries, recognising the wider risks associated with isolation. They also rapidly responded to emerging community need by contacting the full patient population and delivering over 300 meal packs to children at risk of food poverty. These actions showed that leaders not only understood the needs of their population but acted decisively and compassionately to meet those needs, including where this extended beyond traditional healthcare responsibilities.

Oversight and support for staff were well established. Non-medical prescribers and advanced practitioners worked within a structured supervision model that exceeded standard expectations, with both named educational supervisors and daily on-site clinical supervision available. A consistent daily clinical safety model ensured immediate access to senior clinical support, reinforcing safe decision-making and staff confidence.

Leaders prioritised staff well-being and actively sought and responded to staff feedback. The 2026 staff survey showed high levels of perceived support, with no staff reporting that they felt unsupported. Leaders used this feedback to make tangible improvements, including introducing protected working time and dedicated space for administrative staff to improve focus, accuracy and well-being. High levels of long-term staff retention further demonstrated a positive and supportive working culture.

During the factual accuracy process, the provider submitted additional evidence relating to leadership and staff experience, which supported an uplift in the score from 3 to 4.

Taken together, the service’s clear leadership structure, strong staff engagement evidenced through the staff survey, and leaders’ deep understanding of and responsiveness to both individual and community needs demonstrated a leadership approach that was consistently supportive, inclusive and proactive, evidencing an outstanding standard of capable, compassionate and inclusive leadership.

The service fostered a positive culture where people felt they could speak up and that their voice would be heard. Staff we spoke with felt that leaders were approachable, listened, and acted in response to matters raised.

The service valued diversity within its workforce and had taken steps to support an inclusive and fair working environment. Staff described a positive culture, and the practice provided opportunities for development through structured internal progression pathways. Several members of the administrative team had advanced into supervisory or clinical support roles through in‑house training, and some staff had taken on roles within the Primary Care Network with support from the practice.

The service offered work experience placements and supported trainees in clinical and non‑clinical roles, including participation in local programmes aimed at widening access to healthcare careers. Cultural events were held within the team, reflecting the diverse backgrounds of staff and supporting a sense of belonging.

Policies relating to equality, diversity and inclusion were in place and understood by staff. Reasonable adjustments were made where required, and staff survey results indicated that most staff felt supported and treated fairly at work.

The service had clear responsibilities, roles and systems of accountability, supported by highly effective governance that actively drove improvement. Leaders used the best available information on risk, performance and outcomes to identify issues, commission solutions and verify impact, demonstrating governance as a proactive improvement mechanism rather than a compliance process.

A structured governance framework ensured risks were identified, escalated and managed at the appropriate level. Weekly senior management team and senior leadership team meetings reviewed operational performance and emerging risks, while monthly clinical governance meetings focused on audit outcomes, safety concerns and quality improvement. Learning was shared through whole-practice meetings, and all meetings were minuted with clear actions. A live risk register was maintained, with risks categorised by likelihood and impact, assigned named owners and tracked to completion, with relevant findings shared across the wider system.

Systems to support learning and improvement were embedded. Significant events and complaints were reviewed routinely, with themes used to drive service changes and shared learning across the team. This supported an open and continuous learning culture.

Operational oversight was strengthened through a bespoke end-of-day supervisor report, completed daily to capture activity, feedback, complaints and risks. These reports were reviewed by senior leaders each day and collectively at weekly meetings, creating a real-time intelligence cycle that ensured issues were identified and addressed promptly between formal governance meetings.

Governance processes demonstrably led to measurable improvement. Analysis of performance data identified access pressures and digital underutilisation, directly informing service redesign and improvement programmes. Clinical audit cycles were embedded, with re-audit demonstrating sustained improvement in prescribing safety and ongoing monitoring planned. External feedback described the service’s medicines optimisation processes as particularly strong.

The service demonstrated forward planning through a focus on workforce sustainability, including structured development pathways and training programmes to support future workforce capacity. Business continuity arrangements were robust and tested under real conditions; following significant premises damage due to flooding, services continued without disruption and the practice was fully operational within 48 hours.External stakeholders, including the Integrated Care Board, provided positive feedback about the service and raised no concerns.

During the factual accuracy process, the provider submitted additional evidence relating to governance and organisational structure, which supported an uplift in the score from 3 to 4.

Taken together, the service’s clearly defined organisational structure, well‑established leadership tiers and explicit role responsibilities created a governance framework that was consistently understood and applied across the team. Real‑time oversight mechanisms, including daily reporting and structured escalation routes, enabled leaders to identify risk promptly and maintain safe, resilient and continuously improving care. This demonstrated an outstanding standard of governance, management and sustainability.

The service demonstrated a strong understanding of its responsibility to work in partnership so that care and support were coordinated and accessible for local people. Staff and leaders engaged routinely with partners and the community to share learning and identify opportunities for improvement, including active participation in primary care network (PCN) forums and local community activity.

Collaboration within the PCN supported service development and access improvement. Effective working relationships were maintained with neighbouring services, including the use of Additional Roles Reimbursement Scheme staff to enhance patient access and delivery of joint flu and COVID‑19 vaccination programmes.

Partnership working also extended into prevention and early intervention. In 2024, the service delivered a weekly, fully funded Sports Academy for local children, working with professional coaches, youth services and local families. The programme was co‑designed with input from 30 families and included structured health huddles focused on nutrition, hydration, sleep, confidence and mental wellbeing. A clinician referral pathway was embedded to enable direct referral of children experiencing high BMI, anxiety, low confidence or social isolation into additional youth support.

Since launching, over 200 children engaged with the Sports Academy. Evaluation demonstrated positive and sustained impact, with 23% of children identified with a high BMI returning to a healthy range, 76% reporting increased physical activity outside the sessions, and 95% feeling more confident in sport and physical activity. Family satisfaction was high at 98%. The programme also received external recognition, being shortlisted for the 2025 GP Awards in the Advancing Health Equity category and was recognised at the 2025 Personalised Care Awards.

The service strengthened access and equity through a wide range of community‑based initiatives aimed at reducing barriers, improving health literacy and promoting prevention. Large‑scale Health and Wellbeing Fairs brought together NHS, council and voluntary sector partners in a single accessible setting, enabling residents to access vaccinations, health checks, screening sign‑ups and social prescribing support. Attendance was high, satisfaction exceeded 95%, and the events contributed to measurable system benefit, including reduced physiotherapy waiting times.

Inclusive community engagement further addressed social isolation and financial pressures. Annual festive outreach events supported families and children, while Teddy Bear GP Clinics promoted early‑years engagement and reduced anxiety around healthcare. Ongoing weekly and quarterly wellbeing activities, including walking groups, yoga, social groups, acupuncture, Health Hubs and educational sessions, offered regular opportunities for preventative engagement outside traditional appointments.

Active travel and sustainability were promoted through community cycling events combining bike safety checks with opportunistic health interventions and wellbeing signposting. The service also maintained a consistent presence at major borough‑wide events, delivering health checks, advice and signposting to residents who may not otherwise engage with primary care.

Taken together, this partnership‑led approach improved access to support, strengthened community trust, reduced health inequalities and embedded prevention and collaboration as core components of how the service worked.

The service demonstrated a consistent focus on learning, innovation and improvement across the organisation and local system. Evidence showed shared learning and staff involvement at all levels, with data, patient feedback and system insight routinely used to inform service development. Access redesign, community initiatives and workforce wellbeing programmes were introduced in response to identified need, tested under real operational pressure, and refined through continuous monitoring. Outcomes were evaluated regularly, with learning shared across the primary care network and borough and embedded into day‑to‑day practice, including access models, community engagement activity and equity‑focused interventions. Staff were actively involved in interpreting performance data and shaping change, ensuring improvement was grounded in frontline experience and responsive to the needs of patients, staff and the wider system.

Learning and innovation were further supported through participation in targeted prostate cancer early‑detection research. Using primary care records, the service identified men aged 45-69 at higher risk and evaluated two invitation models for PSA‑based targeted prostate health checks. Findings showed higher engagement with a direct, local test‑first approach and highlighted data‑quality limitations, including under‑recording of family history, as well as lower prior screening rates and higher deprivation among Black men. These insights informed improvements to engagement strategies, early‑detection pathways and equity‑focused service design.

External feedback reinforced this learning culture. A local councillor described the service as a valued and visible presence within the community, highlighting inclusive, community‑focused care that extended beyond traditional general practice. They noted strong access arrangements, consistently high clinical outcomes, leadership in borough‑wide vaccination delivery and innovative community outreach that built trust and familiarity with local residents.

Leadership oversight supported continuous improvement. Assurance systems were reviewed regularly, with clinical audit and quality improvement activity demonstrating positive impact on service quality. Clinical supervision was well managed and consistently documented. A well‑established patient participation group met regularly, reported feeling listened to, and contributed ideas to service development.

Quality improvement activity included structured protocols focused on access and appointment systems, with staff encouraged to propose and test new ways of working. The leadership team also worked closely with GP practices within the primary care network and the integrated care board, supporting shared learning and coordinated improvement across the system.

The service received sustained external recognition at local, regional and national level for patient care, partnership working, equity and workforce well-being. This included winning the 2025 London‑wide LMC Award for Non‑Clinical Team of the Year and the NHS Parliamentary Award for Excellence in Primary and Community Care (2023), as well as multiple General Practice Awards, including winning GP Team of the Year in 2017, 2020 and 2023 and being highly commended for GP of the Year in 2018. The service was also highly commended at the 2025 Personalised Care Awards and shortlisted in multiple categories at the National General Practice Awards, including GP Team of the Year, Public Health and Prevention, Advancing Health Equity and Workforce Well-being. Additional recognition included winning Reception Team of the Year (2023) and Best in General Practice at the Business of Healthcare Awards (2022).