Letter from the Chief Inspector of General Practice

Our key findings across all the areas we inspected were as follows:

• The practice demonstrated an open and transparent approach to safety. There were systems in place to enable staff to report and record significant events. Learning from significant events was shared with relevant staff.

• Risks to patients were assessed and well managed. There were arrangements in place to review risks on an ongoing basis to ensure patients and staff were kept safe.
• Staff delivered care and treatment in line with evidence based guidance and local guidelines. Training was provided for staff to ensure they had the skills and knowledge required to deliver effective care and treatment for patients.
• Regular clinical audits were undertaken within the practice to drive improvement and future audits planned on identified needs.
• Feedback from patients was that they were treated with kindness, dignity and respect and were involved in decisions about their care.
• Information about services and how to complain was available and easy to understand. Improvements were made to the quality of care as a result of complaints and concerns.
• Patients said they generally found it easy to make an urgent appointment and that staff would always accommodate them where possible.
• The practice had good facilities and was well equipped to treat patients and meet their needs. Adjustments had been made to the premises to ensure these were suitable for patients with a disability.
• There was a clear leadership structure which all staff were aware of. Staff told us they felt supported by the partners and management. The practice proactively sought feedback from staff and patients, which it acted on.
• The provider was aware of and complied with the requirements of the duty of candour.

We saw areas of outstanding practice which included

• Patients were treated as active partners in their care. Staff overcame obstacles to deliver a high level of care for example; staff were proactive in identifying and supporting carers and had established a local network with monthly meetings to reduce isolation. This had developed into a carer’s community involving carers from outside the practice and led by the carers champion through meetings, development of a website and close working with the carer’s federation to develop the support available.

• The management team used innovative methods to audit the way the practice was run. This ensured the service was constantly improved and the effectiveness of the practice challenged to ensure this had a positive impact. Feedback and changes were reviewed by the staff as group to ensure full involvement.This had led to greater ownership of the practice amongst staff who told us they felt very much involved in the development of the practice and empowered to suggest and drive change as a team.

Professor Steve Field (CBE FRCP FFPH FRCGP) 

Chief Inspector of General Practice