Crofton and Sharlston 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 that 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 requires improvement. At this assessment, the rating has changed, and we have now rated the practice good. Staff understood their roles and responsibilities, leaders were working on improving the culture and they demonstrated that this was improving. Managers and leaders worked with the local community to deliver the good care and were receptive to new ideas.

This service scored 68 (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 strategy and business plan, as well as a mission statement and visions and values in place. Posters of the values were noted within staff areas, however, staff feedback suggested that not all the staff were aware of, or reported to have been involved in any co-production of these values. The practice knew their demographic and the potential challenges. They had innovative ways to address these, such as engaging in community events and using different forms of media to share information.

There had been staffing changes since the previous inspection and the practice recognised the need to continue to embed a positive culture between staff. This was also highlighted within the staff survey and there had been team building sessions and training implemented to help improve this. Some staff shared positive feedback regarding the changes to staffing and staffing levels since the previous inspection and felt communication had improved. Despite this, some staff shared information that indicated there were still some improvements to be made. For example, we received concerns around the confidentiality of staff information as well as the visibility and approachability of managers and senior leaders.

The practice had a policy, and staff were aware that there was a Freedom to Speak Up Guardian. We observed posters within staff areas of both sites.

The practice had policies that supported staff health and wellbeing. Staff had access to occupational health and some staff shared a positive experience of this service being readily accessible. Some staff also shared positive examples of when the practice had been supportive of their individual circumstances.

The practice had started to establish governance processes that were appropriate for their service. However, they did not always have clear responsibilities, roles or systems of accountability. There continued to be gaps within the oversight of some governance systems and the consistency of processes, for example recruitment. The practice had shared minutes from meetings which demonstrated their meeting schedule and how staff could access all required policies and procedures. The practice had a data protection and security system and a data protection registration certificate. The practice had a business continuity process and plan in place, and this was visible in staffing areas at both sites.

The practice actively engaged with the Primary Care Network (PCN) and one of the partners was a clinical director. The practice had made efforts to drive patient improvement and outcomes and worked with other services that supported their patient demographic.

The practice actively engaged with the Primary Care Network (PCN) and one of the partners was a clinical director. The practice had made efforts to drive patient improvement and outcomes and worked with other services that supported their patient demographic.