Jubilee Street Practice

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.

At our last assessment, we rated this key question as Good. At this assessment, the rating has changed to Outstanding.

This service scored 93 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The service made sure people were at the centre of their care and treatment choices and they decided, in partnership with people, how to respond to any relevant changes in people’s needs. This was demonstrated in the 2025 National GP Patient Survey, where 90% of respondents felt they were involved as much as they wanted to be in decisions about their care and treatment during their last practice appointment.

Care plans reflected physical, mental, emotional, and social needs of patients including those related to protected characteristics under the Equality Act. This was supported by the 2025 National GP Patient Survey results, where 80% of respondents stated the healthcare professional they saw or spoke to was good at considering their mental wellbeing during their last general practice appointment.

Our review of clinical records showed patients were supported to understand their condition and were involved in planning for their care needs. They were also involved in decisions about their care.

The service had an exceptional understanding of the diverse health and care needs of people and their local communities, so care was joined-up, flexible and supported choice and continuity.

We saw the practice worked in partnership with other services to meet the needs of its patient population. The practice had tailored its services to meet the diverse needs of its community, for example by building strong relationships with local charities, mosques, and community groups, and delivering outreach engagement and education sessions in local markets, both within and outside of normal practice opening hours, to promote the uptake of screening programmes. These partnerships also supported ongoing community outreach and engagement sessions focused on topical health issues and areas of concern for the local population.

The service was exceptional at developing appropriate, accurate and up-to-date information in formats tailored to individual needs. This included producing in-house videos in the languages most commonly spoken by patients, sending voice-noted letters in patients’ spoken languages, and designing leaflets in a range of different languages to improve understanding and accessibility.

In 2024–25, the practice focused on building trust with families to improve childhood immunisation uptake through clinician-led workshops, community discussions and one-to-one nursing support. Feedback highlighted concerns about autism, allergies, neurological conditions and online misinformation, which informed improvements to recall processes and patient messaging. Uptake improved steadily with closer clinical oversight, including a dedicated healthcare assistant contacting hesitant families, targeted recalls in community languages and nurse-led community engagement. The third DTaP dose before 8 months increased from 54% in June to 91% in December, and first MMR uptake at 12–18 months rose from 59% in July to 87% in December. Uptake for children aged 1–5 years requiring two MMR doses and a DTaP/IPV booster increased from 77% to 84%, with the practice recognising ongoing challenges such as non-attendance, mobility and entrenched hesitancy.

The practice employed a full time Bengali speaking interpreter and had access to interpreter services, including British Sign Language. Information provided by the service met the Accessible Information Standard. Patients were informed as to how to access their care records.

The service made it easy for people to share feedback and ideas, or raise complaints about their care, treatment and support. They involved people in decisions about their care and told them what had changed as a result.

Complaints were managed in line with the practice’s policy, and patients and staff could access complaints forms via QR codes around the practice or as hard copies. Information on how to complain was also available on the practice website and in the practice leaflet. Learning from complaints was clearly evident, with changes made as a result of patient feedback shared widely through a twice-yearly practice learning time (PLT) dedicated to complaints, in the staff newsletter, and on a “You Said, We Did” poster so patients could see the impact of their feedback. Complaints were also a standing item on the monthly practice meeting agenda, and where relevant, learning was signed off by the Patient Participation Group (PPG) to ensure changes reflected the patient perspective.

The service made sure that people could access the care, support and treatment they needed when they needed it. For example, following a significant rise in telephone demand after COVID, the practice reviewed how calls were handled and made a number of changes to better meet patient needs. Call flows were redesigned based on how long callers were willing to wait, staff start times were adjusted to match peak demand, and the reception manager role was reshaped to focus on actively managing call flow. Non-patient-facing tasks were rescheduled, self-service options were expanded through the NHS App, call-backs were introduced, appointment checks and cancellations were automated, and telephone system coding was improved to reduce unanswered calls.

These changes led to a 30% improvement in patients finding it easy to get through by phone (compared with 3% nationally and across the ICS), alongside a 13% improvement in both contact and overall experience. Missed calls reduced from 50% between July and November 2023, to 30% over the same period in 2024, and then to 8.7% in July–November 2025. Total call volume fell by 12%, from 1,392 to 1,222 calls per week, answering times improved by 76%, and abandoned calls reduced by 9%.

This approach was shared through EQUIP to support quality improvement coaches and has been adopted by two further NEL practices, resulting in measurable improvements, including a 77% reduction in peak waiting times at a neighbouring practice.

In response to the National GP Patient Survey and feedback from the local community, the provider looked closely at how patients were accessing the service and made changes to improve this. One key change was the introduction of a Duty Doctor “Hot Triage” model, with a GP based in reception who clinically triaged all appointment requests and urgent queries. This meant patients could be assessed quickly, reception staff could work closely with a GP, and acutely unwell patients could be reviewed straight away. As a result, many issues were safely dealt with at the first point of contact, with around 466 patient queries managed each week (about 200 consults and 266 urgent contacts). This reduced pressure on routine appointments, freeing up around 296 GP appointments each week and significantly improving access, safety and responsiveness for patients.

Treatment rooms were available on the ground floor, and a ramp and automatic door had been fitted to the entrance.

Staff and leaders were innovative in how they listened to information about people most likely to experience inequality in access, experience, or outcomes, and actively used this insight to provide exceptionally tailored care, support, and treatment. Through targeted listening exercises focused on hard-to-reach groups experiencing poorer outcomes, alongside feedback from the Patient Participation Group, the practice developed 14 structured wellbeing initiatives designed to address identified needs. Several initiatives were delivered in community languages, including Bengali, improving accessibility, understanding, and engagement for patients who faced language barriers.

Some initiatives were also gender-specific, such as Women’s Keep Fit, Women’s Healthy Lifestyle Improvement, and Men’s Fitness sessions (both indoor and outdoor), which supported participation from patients who may otherwise feel unable to engage due to cultural or personal preferences. Other initiatives included wellbeing walks, chronic pain management groups delivered in both English and Bengali, community gardening, morning coffee and fitness sessions, guided trips, massage courses, and youth empowerment programmes. These initiatives were delivered in accessible, community-based settings and were open not only to patients registered at the practice but also to patients from neighbouring practices, supporting wider population health and reducing inequalities across the local area. Clinicians attended the sessions, enabling relaxed, non-clinical conversations that helped build trust, improve engagement, and shape support around patients lived experiences, improving how they were supported by the practice.

Feedback provided by people using the service, both to the provider as well as to CQC, was positive. Staff treated people equally and without discrimination. Leaders proactively sought ways to address any barriers to improving people’s experience and worked with local organisations, including within the voluntary sector, to address any local health inequalities.

Staff understood the importance of providing an inclusive approach to care and made adjustments to support equity in people’s experience and outcomes. The provider had processes to ensure people could register at the practice, including those in vulnerable circumstances such as homeless people and Travellers. Staff used appropriate systems to capture and review feedback from people using the service, including those who did not speak English or have access to the internet.

People were supported to plan for important life changes, so they could have enough time to make informed decisions about their future, including at the end of their life.

Our records review showed people were supported to consider their wishes for their end-of-life care, including cardiopulmonary resuscitation. This information was regularly updated and shared with other services when necessary.