Crown Heights Medical Centre

On this page

• Overview
• Person-centred Care
• Care provision, Integration and continuity
• Providing Information
• Listening to and involving people
• Equity in access
• Equity in experiences and outcomes
• Planning for the future

The responsive key question has been rated good.

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.

People told us they found staff approachable and responded positively to feedback adjusting the service to meet their individual needs. People had access to a range of community and health services via the care navigators. Results of the 2023 national GP patient survey showed high levels of satisfaction by patients when they saw a clinician. They reported being listened to, having confidence and trust in the healthcare professional and being involved in decisions about their care.

Staff told us how they identified, listened and responded to individuals needs adjusting the service to be more inclusive. Staff were appointed lead roles to oversee vulnerable patients care such as those with learning disabilities, children and vulnerable adults. They took peoples individual preferences into consideration when offering and providing appointments, providing information in advance of appointments and photographs of staff to reassure people regarding who they would see and how the consultation may be conducted. People who used the service and those close to them (including carers and dependants) were regularly involved in planning and making decisions about care and treatment centred around their needs and wishes. Staff used the gold standard framework to improve the quality of care provided to people with life limiting conditions. People had the choice of seeing male or female staff at both locations.

Staff told us they had lead roles to identify, respond to and promote the needs of patient groups such as vulnerable children and adults, veterans, people with learning disabilities, carers and marginalised groups. They told us the establishment of the One Team had been central to ensuring peoples care was planned and delivered in a co-ordinated manner and provided examples of how they had improved people’s outcomes working with housing, foodbanks, opticians and benefit services for fuel allowance etc. to address the wider needs of their patient population.

The provider demonstrated a good understanding of the diverse health and care needs of people and their local communities. They have reviewed processes, so care is joined-up, flexible and supports choice and continuity. Patients receiving end of life care received support from a range of health professionals who worked together to deliver personalised care.

We found the practice had established and effective systems in place to ensure care is joined up. People’s needs were identified at registration, during consultation and via partnership services. People could access coordinated support for wider health and social care provision via their social prescribers trained in signposting services and making referrals. Clinical records were marked up to alert clinicians if a person had a need of preference to be considered when communicating with them or facilitating their attendance at the practice. Regular reviews were held of peoples care in partnership with health and social care services to ensure actions were progressed and they were involved, listened to and their wishes respected.

The practice worked with their patient participation group to understand the experiences of their patients and ensured they were able information in an accessible form, via large print, text message, email or verbally. The practice also made use of a text message service to send and receive information from patients and an online software system to communicate with patients.

We found systems in place to ensure to contemporaneous recording of consultations. There was a clear and audible trail of communications relating to a persons care. Staff ensured people could access information that was current, relevant and timely to their needs.

People were listened to and were supported to give feedback about their experiences of care and support including how to raise any concerns or issues and can do so in a range of accessible ways. People told us that their family, friends and other carers felt confident that if they complained, they will be taken seriously, treated compassionately and actions would be taken to address and try to resolve the concerns. A regular newsletter is produced by the practice for patients to know changes to the practice made in response to feedback.

Staff told us people could feedback on their experiences of care or concerns by raising concerns directly with staff, emailing or writing to the practice or completing their friends and family or local surveys. Findings from investigations were shared with staff where appropriate to promote learning and best practice.

There were established and effective processes in place for people to feedback on the service and care they receive. Their complaints policy was advertised on their website, in reception on their display screens within the practice and on the noticeboard. The practice valued their patient participation group as an established means of communicating with patients and understanding the potential impact of changes to how they deliver services. Management meetings included protected time to reflect on learning from complaints, concerns and general feedback and develop ways to improve the service.

The GP patient survey data regarding access was below the local and national England average. The practice had reviewed and responded to the GP patient survey data and had taken action to improve including introducing targeted services for vulnerable patient groups. Friends and Family data was positive regarding the services, with 85% or above satisfaction rates. Patient satisfaction rates were improving since changing their clinical triage system. A representative from the Patient Participation Group reported good access to services where patients had immediate clinical needs. Patients benefit from access to translation services and a staff member trained in British Sign language support. Information was available in alternative languages, including on the practice website, and easy read materials were available. The patient record system was used to alert staff to any access requirement the patient had to help enable effective communication with the patient. Members of the practice social prescribing team provide outreach services to improve patient engagement holding coffee morning drop in facility at a local church. This venue is also utilised for some monthly meetings for people with long term conditions.

The practice understood the needs of its local population and had developed services in response to those needs. The practice told us they reviewed patient experiences obtained through quantitative and qualitative data, such as the GP patient survey, clinical triage system, Friends and Family, complaints and via informal feedback from patients. Patients could request an appointment by phone, online and by visiting the practice. The practice told us they monitored demand on their call system and clinical triage system and increased staffing at the busiest times. They reviewed abandoned call rates, non-attendance rates by patients and had reviewed the attendance of their patients at accident and emergency services to ensure they were prioritising the clinical needs of patients appropriately. Patient information is considered and triaged by a clinician. Patients who had a request for an emergency appointment were seen the same day. The practice website provided information for patients regarding how to book an appointment. Practice staff receive awareness training in supporting people with learning disabilities, autism, dementia and care navigation. To support patients to access the right support in a timely manner. Feedback from staff demonstrated people in vulnerable circumstances were able to register with the practice, including those with no fixed abode.

The practices were open from 8am to 6.30pm Monday to Friday or until 8pm through their extended access services. Prebooked appointments were available on alternate Saturdays at Old Basing Surgery from 9am to 5pm. Patient appointments were available either online, face to face, by telephone, or as a home visit. There were established and effective processes in place to monitor and respond to changes in patient demand for services and clinical risks. Text and telephone call reminders were sent to patients to reduce non-attendance rates and arrangements were in place for prioritising patients. The practice had improved patient access by employing a clinician led triage system.

Staff had been trained inequality and diversity awareness assisting them to identify and support people to access and receive care. The provider had engaged with people to understand their experiences of the service and made changes to remove potential barriers or delays protecting their rights. The provider met and worked regularly with the patient participation group to improve their awareness of patient experiences and their journey through the practice. This information they used to inform how they deliver services, such as undertaking annual reviews of the accessibility of the services and equipment. Staff support equity in experience and outcomes by making reasonable adjustments and have found improvements in patient engagement and attendance rates.

There were established systems in place to reduce inequalities in accessing and receiving services. The provider told us the introduction of their new clinical triage system had assisted this ensuring consistency and quality information, to inform their clinical assessments. Whilst regular meetings were held with partner health and social care services to monitor peoples care and improve their outcomes. Processes were established to identify people and those who cared for them who may benefit from additional support and consideration. There were lead GP’s overseeing vulnerable peoples care and champions. The One Team coordinated care for people across health, social care and voluntary sector to assist them with their broad social and economic needs.

Staff identified people who required end of life care. They spent time listening understanding and recording their wishes to ensure these remained central to the care given. Where appropriate people completed ReSPECT (Recommended Summary Plan for Emergency Care and Treatment) forms shared with partner services as appropriate.

There were established and effective systems in place to identify, assess, coordinate and deliver care to people. Clinicians oversaw peoples care in partnership with other professionals. Changes in presentation or treatment may prompt a review in the persons care plan. Regular reviews were held, and people were provided contact details for the One Team who were aware of individual care needs and had established pathway access to parts who could support them. People residing in care and residential home received regular monthly face to face appointments.