Stourport 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

We looked for evidence that the service met people’s needs, and that staff treated people equally and without discrimination.

We rated this key question as Good.

This service scored 82 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The practice made sure people were at the centre of their care and treatment choices. Patients had access to appointments provided by a range of clinicians. The practice used patient feedback to identify areas for improvement and made necessary adjustments to ensure patient care was optimum.

Data from the National GP Patient Survey showed that 96% of respondents felt theywere involved as much as they wanted to be in decisions about their care and treatment during their last general practice appointment, which was in line with the national average of 92%.

72% of respondents said the healthcare professional they saw or spoke to was good at considering their mental wellbeing during their last appointment which was in line with the national average of 75%. Clinicians held regular mental health MDT meetings to discuss patients’ care.

Friends and Family Test data was reviewed monthly and the latest Friends and Family Test data found 94% of patients surveyed found their care at the practice to be either ‘Very Good’ or ‘Good.’

The practice understood the diverse health and care needs of people and their local communities, so care was joined-up, flexible and supported choice and continuity. The practice worked in partnership with other services to endeavour to meet the needs of its patient population.

For example, the practice held regular multi-disciplinary team meetings with other healthcare professionals; and information about patients care and treatment needs was available to share between services as required.

National GP Patient Survey results highlighted 76% of patients felt they have had enough support from local services or organisations in the last 12 months to help manage their long-term conditions or illnesses which was above the national average of 70%.

The practice supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs. Information provided by the service met the Accessible Information Standard. The practice had access to interpreter services, including British Sign Language. Patients were informed about how to access their care records.

95% of respondents from the National GP Patient Survey felt the healthcare professional they saw had all the information they needed about them during their last general practice appointment. In addition, 84% of patients reported they knew what the next step would be after contacting the practice which the same as the national average.

A range of health and wellbeing information was shown on the screens within the patient waiting area and posters were on display for patient information. In addition, the practice provided information for patients on social media and via the practice website.

The practice made it easy for people to share feedback and ideas about their care and treatment. Feedback could be given verbally or in writing.

We discussed with leaders, changes that had been made as a result of feedback from patients. For example, leaders told us in response to patient feedback, they had introduced hooks within patient toilets to accommodate the needs of patients with colostomy bags.

The practice listened to patient preferences when making decisions about their care. The National GP Patient Survey data reported 90%of respondents said the healthcare professional they saw or spoke to was good at listening to them during their last general practice appointment, which was in line with the national average of 87%.

The practice had a complaints policy, and the Site Manager was the lead for handling complaints. Patients could make a complaint verbally, via the practice website, or by writing to the practice. The complaints process was advertised within the practice, and on the practice website. Patients were signposted to the Parliamentary and Health Service Ombudsman (PHSO) if they were not satisfied with the outcome of the complaint.

We saw evidence that complaints were audited annually across the Wyre Forest Health Partnership. The numbers of complaints per practice were analysed and trends and themes were identified. The practice had received 41 complaints in the last 12 months. Complaints were discussed during practice meetings and the lessons learnt were shared with staff. Clinicians shared an example of learning which related to a missed presentation of a sensory ear condition. Learning from this complaint included utilising an earache digital patient questionnaire tool which includes a patient question about hearing loss; and also, for hearing loss to be considered with the patient triage process.

In addition to learning from complaints, the Site Manager had arranged complaints training for reception staff; Deputy Managers and Practice Managers across WFHP; and for medical students and trainee GPs. This training was well received by staff who reported positive feedback including finding the session practical, relevant, and helpful in increasing their confidence when managing complaints and challenging patient interactions.

The practice was open from 8.00am to 18:30pm Monday to Friday. Patients could receive extended access appointments from18:30pm to 20:00pm on Tuesday and Thursday; and 9:00am to 15:00pm on Saturday.

Various appointment types were available such as in person, online or telephone consultations. There was a designated GP each day to undertake the patient triage process. The triaging GP was based in the reception call centre to support the reception team with patient enquiries. The triaging GP used a traffic light system to prioritise patient appointments based on urgency.

The practice monitored the medical triage requests per month to ensure the triage process was working effectively and patient demand was being met. Leaders explained whilst the practice operated an online triage process, they did not digitally exclude any patients. Patients were able to telephone the reception team if they were unable to complete the online triage form and the Care Navigators could complete this on their behalf.

The practice provided us with telephone statistics to demonstrate performance with access for patients such as the percentage of telephone calls answered from the telephone queue which was 95%. Latest data showed 90% of telephone calls were answered in 5 minutes or less; and 98% were answered within 10 minutes. The Wyre Forest Health Partnership set telephone targets for all of their practices to achieve and performance against these targets was monitored on a monthly basis.

We also reviewed data from the National GP Patient Survey relating to patient access to the service. Practice data was mostly above or in line with the national averages. For example:

84% of respondents described their experience of contacting the practice as good, which was above the national average of 73%.

63% of respondents found it easy to contact the practice by telephone which was above the national average of 57%.

75% of respondents found it easy to contact the practice by their website, which was significantly above the national average of 58%.

71% of respondents found it easy to contact the practice by the NHS app, which was significantly above the national average of 54%.

73%of respondents felt they waited about the right amount of time for their last general practice appointment, which was in line with the national average of 69%.

To hear from patients about their experiences we asked the service to share details of CQCs ‘Give Feedback on Care’ process. CQC received feedback from 16 patients of which 14 were positive about their experience of the service; and 2 were negative. Positive patient feedback related to the appointment triage process, clinical care and treatment received, and staff helpfulness and compassion. Negative feedback related to not being able to access appointments with GPs for long term conditions, and general access to appointments.

Staff gave us examples of how they had worked to improve access for patients which included the recruitment of new staff to meet patient demand; changes to the recorded messages on the practice telephone line; and clearer instructions on patient appointment check-in machine. In addition, the practice were working on raising awareness about the appointment system with patients. For example, in response to feedback from the PPG, the practice produced a video each month on social media with data on appointments, including the number of patient ‘Did Not Attend’ appointments. The data demonstrated how many Nurse and GP appointments were provided for patients; how many patient referrals had been processed; and how many prescription requests had been actioned.

The Wyre Forest Health Partnership had also commissioned a voluntary organisation to provide low level mental health support to patients to help to reduce waiting times and improve patient access to care.

As part of our assessment, we assessed access to the practice premises. We found the practice was accessible for wheelchair users, and all consultation rooms were accessible with lifts providing access to the upper floor. Disabled toilets were available as well as baby feeding and changing facilities. There was a car park with designated disabled parking spaces.

The practice demonstrated an exceptional commitment to reducing health inequalities and ensuring people experienced equitable access to care, treatment and support. Equality, diversity and inclusion were embedded throughout the service, and leaders showed a clear understanding of the specific needs of their local population. Leaders proactively sought ways to address any barriers to improve people’s experiences.

Staff and leaders were innovative in how they listened to information about people who are most likely to experience inequality in experience or outcomes and provided exceptionally tailored care, support and treatment in response to this.

Leaders told us there was a strong focus on the ‘Core20PLUS5’ across the Wyre Forest Health Partnership, supporting national efforts to reduce healthcare inequalities and improve outcomes for underserved communities. To inform this work, leaders undertook a comprehensive assessment of their patient population, analysing health needs, deprivation levels and patterns of service utilisation. This enabled the practice to identify two localities within their catchment area experiencing significant deprivation and to develop targeted outreach initiatives based on identified need.

For example, one outreach initiative was arranged to try to engage with patients overdue respiratory reviews or who had experienced respiratory exacerbations. The initiative identified 14 patients in this cohort and staff managed to engage with 12 of these patients during the outreach activity. Staff reported beneficial outcomes for all the visits made to patients and provided us with examples of these.

Another outreach initiative staff told us about was their engagement with the ‘Younity Youth and Family Hub.’ The hub is supported through a Worcestershire County Council Public Health Community Grant, and provides children, young people and families a place to play, learn, connect and receive outreach sessions from various organisations. Staff told us as part of this outreach work, nurses were able to engage with the community and provide educational health talks on topics such as immunisations, cervical screening, contraception and careers in healthcare. In addition, staff had been able to engage with patients who had not attended the practice for their NHS health checks. These proactive initiatives demonstrated the practice’s determination to reach those who may otherwise have experienced poorer outcomes or unequal access to care.

Staff told us there was also a high rate of drug users amongst the patient population. The practice demonstrated a strong commitment to opioid substitution therapy (OST) and had developed good relationships with local drug team workers. Clinicians informed us that through the close working with local drug treatment services and mental health teams, the practice has improved patient engagement. The practice was working with Cranstoun Worcestershire, which is a social justice and harm reduction charity which inspires people to achieve positive changes and live healthier and safer lives.

We saw evidence of positive engagement with these stakeholders. Stakeholders reported that shared care arrangements with the practice were well established; and communication was consistent and effective which facilitated the delivery of safe, responsive care and resulted in positive outcomes for patients.

As an accredited Veteran Friendly Practice, the practice demonstrated a proactive approach to supporting former members of the armed forces. The practice was also a Gypsy, Roma, and Traveller (GRT) Friendly practice. These communities face inequalities in access to healthcare and can experience serious mental health outcomes. Being a GRT friendly practice, people from this community were supported to register with the practice and access care and treatment to meet their needs. Leaders told us they were working to engage more with this community and had arranged training for staff to build on relationships with these patients.

For patients with learning disabilities, leaders told us they had developed a proactive, flexible and person-centred approach to reduce health inequalities for patients with learning disabilities and autism. The practice had a dedicated multidisciplinary team to achieve this including a nominated ‘Learning Disabilities Champion’ receptionist; 3 learning disabilities lead GPs, 2 nurses, 3 HCA’s, and the Deputy Site Manager. Staff told us they had been able to achieve a high uptake of annual health checks for these patients through flexible, person-centred care including home visits, day centre appointments, and adapted communication methods. The learning disabilities health checks were undertaken by a Nurse and a GP. Staff told us they try to give these patients a ‘One Stop Shop’ appointment and try to meet as many of their needs in one visit. To improve patient experience for attending their appointment, the practice had undertaken a sensory friendly assessment to identify any potential triggers for neurodivergent people and also environmental adaptations which could be made. Sensory packs were available for patients who needed them and patients could access quieter areas in the practice if required. At the time of our assessment, the practice were also in the process of developing an information video for patients with learning disabilities to explain what to expect at their appointment.

For patients with visual impairments, clinicians put flags on these patients’ records to alert staff to provide assistance for them at reception. For patients with hearing impairments, clinicians put flags on these patients’ clinical records to alert staff of their needs and if they preferred text message communication. The practice was also equipped with a hearing loop system. For patients whose first language was not English, the practice was able to access interpreting services for them.

Overall, the practice demonstrated a deeply embedded commitment to equality in outcomes and experiences for patients.

The practice demonstrated a highly proactive approach to planning for the future, particularly in supporting patients with frailty, complex needs and life-limiting illnesses. There was a strong organisational commitment to ensuring patients received personalised, compassionate and coordinated care that reflected their wishes, values and long-term goals. Staff consistently sought to empower patients and their families to make informed decisions about future care, while working collaboratively across systems to improve planning processes and service delivery.

Leaders described a clear strategy centred on three key principles: continuity of care, effective symptom management, and holistic support.Staff were passionate about ensuring patients received seamless, coordinated care throughout their healthcare journey and spoke with conviction about the importance of maintaining dignity, comfort and quality of life. Care planning extended beyond clinical needs to include emotional, spiritual and practical support for both patients and those important to them.

Patients were supported to plan ahead for significant life changes and future healthcare decisions at an early stage, enabling them to make informed choices about their care and treatment. Our review of clinical records demonstrated that patients were routinely supported to discuss and document their preferences for end-of-life care, including decisions relating to cardiopulmonary resuscitation. These plans were appropriately shared with relevant services to promote continuity and ensure patient wishes could be respected across care settings. Staff explained that ReSPECT (Recommended Summary Plan for Emergency Care and Treatment)forms were regularly reviewed to ensure they accurately reflected patients’ current views, preferences and circumstances. This demonstrated a personalised and dynamic approach to care planning rather than a one-off process, ensuring decisions remained meaningful and relevant over time.

GPs had active roles in improving palliative care, frailty and end of life services. For example, one of the GPs attended the End-of-Life Programme Board for Hereford and Worcestershire; two GPs had supported the development of digital ReSPECT processes and piloted new forms; and one GP had an active involvement in countywide working groups developing escalation plans for care home residents, with a strong focus on ReSPECT. These activities demonstrated the practice’s commitment not only to improving outcomes for its own patients but also to driving system-wide improvement and innovation.

The practice further strengthened future planning arrangements through its work to develop a structured and consistent approach to recording Lasting Power of Attorney (LPA) information. Staff explained their aim was to improve clarity, accessibility, and consistency of LPA documentation across clinical records to support high-quality patient-centred care.

Staff also demonstrated a strong commitment to protecting and advocating for vulnerable patients who lacked family support or representatives. Where patients did not have a Lasting Power of Attorney or next of kin, staff worked proactively with Independent Mental Capacity Advocates (IMCAs)to support ReSPECT conversations and future care planning discussions. The practice was developing a dedicated referral template to support timely and consistent access to advocacy services. Staff described an extremely positive and effective partnership with the South West Advocacy Network (SWAN), which enabled patients without representation to be fully supported in making important decisions about their future care. This approach demonstrated a strong commitment to equity, inclusion and ensuring that even the most vulnerable patients had a voice in decisions affecting their care.

The practice had developed robust systems to support patients receiving palliative care. Patients were able to access home visits and personalised care packages to ensure their preferences could be respected during the final stages of life. Staff utilised a centralised tracking system to coordinate and monitor all palliative care patients, supporting continuity, proactive management and timely interventions. The practice had also established a dedicated Palliative Care Co-ordinator role, providing a consistent point of contact for patients and families while facilitating effective communication and coordination across services. This role enhanced patient experience and helped ensure care was delivered in accordance with individual wishes and needs.

Planning and coordination were further strengthened through structured monthly multidisciplinary team meetings. These meetings brought together professionals from different disciplines to review patient needs, plan future care and address emerging risks. Staff explained that multidisciplinary involvement ensured patients and families received coordinated emotional, practical and clinical support. Discussions focused on understanding individual circumstances and ensuring care plans remained responsive to patients’ changing needs and preferences. This collaborative approach enabled comprehensive planning and helped prevent fragmented care.

Leaders told us the practice had a strong special interest in frailty care. Several members of staff were actively working to improve processes and enhance the quality of care for their frail patient population. As part of this work, staff had undertaken a frailty project. Staff explained, prior to this project, the model of care for urgent, housebound, frail patients was fragmented, with significant overlap and duplication between Secondary Care, Community Care, and General Practice. As a result, staff informed us these patients were often seen and treated by multiple healthcare professionals from different services, leading to inefficiencies and a disjointed experience for the patient. This lack of integration between services causes unnecessary repetition of assessments, delays in treatment, and a strain on the healthcare workforce. The project aims included streamlining care delivery and enhancing integration between services. Leaders explained a number of positive outcomes as a result of this project which included improved relationships with District Nursing and neighbourhood health teams and improved working with local care homes to care for patients. Changes made as a result of the project included ‘huddle’ meetings between GPs and District Nurses; and direct line access for District Nurses to the practice triaging team.

Overall, the practice demonstrated a forward-thinking approach to planning for the future. Their approach ensured that patients were supported to make informed decisions, receive coordinated care and maintain dignity, choice and control throughout all stages of life.