Updated 21 May 2025
Date of assessment: 21 July 2025 to 11 August 2025.
The Simpson Centre is a 2 site GP practice in Beaconsfield and Penn, Buckinghamshire and delivers GP services to approximately 18,700 patients under a contract held with NHS England. The practice is a GP practice within Buckinghamshire, Oxfordshire and Berkshire West Integrated Care Board (ICB).
The national General Practice profiles states that the practice population largely follows the national averages in terms of age profile, with the exception of patients aged between 24 and 44 which was significantly lower when compared to the national average. Information published by Office for Health Improvement and Disparities shows that deprivation within the practice population group is in the 10th decile (10 of 10). The lower the decile, the more deprived the practice population is relative to others. This inspection considered the demographics of the people using the service, the context the service was working within and how this impacted service delivery.
Where relevant, further commentary is provided in the quality statements section of this report.
This inspection was carried out following changes to the practices registration with the Care Quality Commission (CQC) which included a relocation to purpose built premises in August 2022. We assessed all quality statements across the safe, effective, caring, responsive and well led key questions.
The overall rating following this inspection is ‘outstanding’, specifically the provision of effective, caring, responsive and well-led services have been rated outstanding, whilst the provision of safe services have been rated good. At this inspection we saw:
The practice had a good learning culture and people could raise concerns. The leadership team investigated incidents thoroughly. Patients, staff and visitors to both sites 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. Leaders made sure staff received training and regular appraisals to maintain high-quality care. Staff managed medicines well and involved people in planning any changes.
Patients 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. Staff involved those important to people took decisions in people’s best interests where they did not have capacity.
Patients were truly respected and valued as individuals and this was reflected in a range of feedback collected as part of this inspection. We found that people were supported as partners in their care by a practice described as exceptional and second to none. Staff consistently treated people with kindness, empathy, and compassion, while ensuring their privacy and dignity were always upheld. People’s wishes and choices were fully understood, and every effort was made to honour these, enabling them to live as independently and fully as possible.The practice supported and promoted staff well-being.
Staff used personalised approaches to involve people, their families, and carers in care, treatment, and support planning. As a result, people felt consulted, empowered, listened to, and valued. This was demonstrated in patient feedback collected as part of this inspection. The practice provided people with accessible information in formats people could understand. Patients knew how to give feedback and were confident the service took it seriously and acted on it. Patients benefitted from the team committed to providing fair and equal care and treatment. The practice worked to reduce health and care inequalities through enhanced staff training and acting on patient feedback.
Leaders and staff had created and built a shared vision and culture based on listening, learning and trust. Leaders were visible, knowledgeable and supportive, helping staff develop in their roles. There were clear examples of how a supportive and collaborative leadership style had led to better safety, more integrated care, greater sustainability, and a stronger focus on meeting people’s needs and addressing inequalities - both for staff and patients. Staff felt empowered to give feedback and were treated equally, free from bullying or harassment. The practice worked with the local community and partners to deliver the best possible care and address health inequalities. There was a well embedded culture of continuous improvement where all staff were receptive to new ideas and given time and resources to test and implement new projects.