Updated 10 September 2025
Date of Assessment: 26 and 29 March 2026. Practice Plus Group Urgent Care Limited is an NHS urgent care service which provides out of hours (OOH) and clinical assessment service (CAS) for 6 Boroughs in South-West London – Wandsworth, Merton, Sutton, Richmond, Kingston and Croydon. The CAS service is operated from the service’s main site, although some clinical staff at the service are home based. A home visiting service also runs from the base. The service also runs 3 out of hours hubs for people with appointment only consultations which people source from the local 111 service, which is also managed by Practice Plus Group. These hubs are at Kingston Hospital, Queen Mary’s hospital in Roehampton, and a GP practice in Twickenham. There are other hubs in South-West London which are managed by another provider.
The service provides a service to a population of approximately 1.5 million people. The demographics of the people using the service the service are varied given the large geographical area and population covered. In 2025, the service managed over 100,000 CAS contacts, offered approximately 38,000 out of hours primary care appointments, and undertook approximately 7,000 home visits.
The service had a good learning culture and people could raise concerns. Managers investigated incidents thoroughly. 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. There were enough staff with the right skills, qualifications and experience. Managers mostly made sure staff received training and regular appraisals to maintain high-quality care. However, in some instances the service had not ensured that staff had adequate training. Staff managed medicines well and involved people in planning any changes.
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 services. Staff made sure people understood their care and treatment to enable them to give informed consent. Where people didn’t have capacity, and staff took decisions about the person’s care in their best interest, they involved those people who were important to the person in the decision.
People were treated with kindness and compassion. Staff protected their privacy and dignity. They treated them as individuals and supported their preferences. People had choice in their care and treatment. The service supported staff wellbeing.
People were involved in decisions about their care. The service provided information people could understand. People knew how to give feedback and were confident the service took it seriously and acted on it. The service was easy to access and worked to eliminate discrimination. People received fair and equal care and treatment. The service worked to reduce health and care inequalities through training and feedback. People were involved in planning their care and understood options around choosing to withdraw or not receive care.
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 felt supported to give feedback and were treated equally, free from bullying or harassment. Staff understood their roles and responsibilities. Managers worked with the local community to deliver the best possible care and were receptive to new ideas. There was a culture of continuous improvement with staff given time and resources to try new ideas.
We found breaches of regulation in relation to regulation 17 (good governance) of the Health and Social Care Act 2008. We have asked the provider for an action plan in response to the concerns found at this assessment.