During an assessment under our new approach
Date of Assessment: 17 February 2026 to 19 March 2026. Tieve Tara Medical Centre is an NHS GP practice which provides primary care services and is located at Park Dale, Castleford, West Yorkshire, WF10 2QP. The practice is registered with the Care Quality Commission (CQC) to deliver the following regulated activities; diagnostic and screening procedures, maternity and midwifery services, treatment of disease, disorder or injury, family planning and surgical procedures. The service operates under the CQC registered provider Spectrum Community Health C.I.C. The practice is situated within the NHS West Yorkshire Integrated Care Board, and delivers Personal Medical Services to a patient population of around 5,500. The practice is part of Wakefield North Primary Care Network (PCN).
Tieve Tara Medical Centre is managed by a head of primary care. Clinical services are delivered by 5 contracted GPs, 1 advanced nurse practitioner, 1 clinical pharmacist, 1 lead nurse, 2 practice nurses, 1 nurse associate, and 1 healthcare assistant. The clinical team is supported by a practice manager and a team of receptionists and administration staff. In addition, a number of staff employed by their primary care network (PCN) such as pharmacy team members work at the practice to support care delivery.
Information published by Public Health England shows that deprivation within the practice population group is ranked 1 (1-10, where 1 is most deprived and 10 is least deprived). According to the latest available data, the ethnic make-up of the practice area is 97% White, 3% Other.
The practice was previously inspected in October 2024 and rated requires improvement overall and in the key questions safe and well-led, and was also found to be in breach of Regulation 17 (Good governance) of the Health and Social Care (Regulated Activities) Regulations 2014. The practice was rated good in the key questions effective, caring, and responsive. We carried out this assessment to review the practice's current performance in the key questions safe, effective, and well-led, and to assess progress made regarding the breach related to good governance.
At this inspection we found the provider had made improvements, although there were some remaining concerns relating to medicines monitoring and safety alerts. In addition, improvements had been made in respect of the oversight of staff training, clinical supervision, and the maintenance of a safe environment, and consequently, the provider was no longer in breach of Regulation 17 (Good governance).
The service had a culture of learning from complaints and incidents, and processes were in place whereby staff and others could raise concerns. People were protected and kept safe. Staff understood and managed risks. The facilities and equipment met the needs of people, were clean and well-maintained and any risks mitigated. Staff had the right skills, qualifications and experience. Managers made sure staff received training and regular appraisals to maintain high-quality care. Overall staff managed medicines well, although there were still areas which needed continued improvement. At the time of the assessment the service was implementing a transformation programme which involved changes to the service delivery model, and demand and capacity planning.
People were involved in assessments of their needs. Staff reviewed assessments taking account of people’s communication, personal and health needs. Care was based on latest evidence and good practice. Staff worked with all agencies involved in people’s care for the best outcomes and smooth transitions when moving between services. Staff made sure people understood their care and treatment to enable them to give informed consent. Staff involved those important to people and took decisions in people’s best interests where they did not have capacity.
Leaders and staff had a shared vision and culture based on listening, learning and trust. Leaders were visible, knowledgeable and supportive, helping staff develop in their roles. Staff generally felt supported to give feedback, although some staff felt that communication could be improved. Staff understood their roles and responsibilities. Managers worked with the local community to deliver the best possible care. There was a culture of continuous improvement and service development. Governance and oversight processes were in place which supported the effective management of care, as well as an ongoing organisational transformation project which was underway within the practice at the time of our assessment.