Abbey Meads Medical Group

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.

This is the first inspection for this service since its registration with CQC. This key question has been rated as Good.

This service scored 75 (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.

Care plans reflected people’s physical, mental, emotional and social needs, including needs linked to protected characteristics under the Equality Act 2010. Clinical record reviews showed people were supported to understand their conditions and were involved in planning and making decisions about their care. The service also held regular multidisciplinary meetings with other professionals to plan and coordinate care, supporting holistic, person-centred outcomes.

People could request support from a clinician of their choice, although this sometimes resulted in a longer wait for an appointment. During the onsite visit we observed staff treating people with kindness, compassion and respect. Staff demonstrated a person-centred approach and took account of individual preferences and circumstance when planning care and support.

The service had access to a health and wellbeing coach and social prescriber, who provided holistic support tailored to people’s individual needs.

The service made reasonable adjustments support access and communication, including interpreter services, a hearing loop, private space for sensitive discussions and home visits for people who could not attend the service.

The service 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 service worked in partnership with other providers and community organisations to meet the needs of its population. It had tailored services to reflect the diverse needs of the local community, including working with community groups to encourage uptake of screening programmes and offering cervical screening to people who were housebound. The service also recognised the challenges of a transient population and took proactive steps to encourage people to engage with healthcare services.

The service worked closely with the local hospice team and other professionals to coordinate end-of-life care through the Gold Standards Framework. At the time of assessment, everyone on the palliative care register had received an annual review and had a personalised care plan in place.

Nurses held specialist roles, including diabetes and asthma management, supported targeted annual reviews and coordinated care for people with long-term conditions. A stable clinical team promoted continuity of care and reduced reliance on locum staff, helping people develop ongoing relationships with healthcare professionals involved in their care.

The service supplied appropriate, accurate and up-to-date information in formats that were tailored to individual needs.

The service provided information in line with the Accessible Information Standard. Information was available in accessible formats, including large print and easy read where required. Interpreter and translation services were available, and people’s language and communication needs were recorded in care records. People could also select their preferred language on the reception check-in screens.

The service had taken steps to support people with sensory impairments, including providing a portable hearing loop. Leaflets were available in reception, informing people about the service and other sources of support. People were also given clear information about how to access their medical records.

The service website was accessible and included a translation function, together with information about health conditions, local community support and other healthcare services.

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.

The provider’s 2026 internal patient survey showed positive feedback about nursing care, with 85% of people saying they were happy with their experience when seen by the nursing team.

The service reviewed themes and trends from concerns, complaints and feedback as part of its approach to continuous improvement. Learning and actions arising from complaints were discussed at regular clinical and business meetings, with meeting minutes shared to ensure staff were aware of learning and actions could be implemented and monitored.

Feedback from people using the service was collected through the NHS Friends and Family Test, complaints, surveys and informal comments. Leaders reviewed feedback with staff and used it to identify opportunities for improvements, including changes to appointment systems, communication and digital access.

Staff were also encouraged to contribute ideas through meetings and established feedback routes. Concerns raised by staff, including issues relating to IT equipment and system functionality, were escalated and acted upon where appropriate. This supported a culture of openness, learning and continuous improvement.

People reported confidence and trust in healthcare professionals, involvement in decisions about their care and treatment, and that their needs were met during appointments. Feedback also showed positive interactions with reception, administrative and clinical staff, and most people understood the next steps after contacting the service.

The service made sure that people could access the care, support and treatment they needed when they needed it.

People could access the service online, in person and by telephone. Leaders monitored access data, including waiting times, call volumes, appointment activity and survey results, to help ensure staffing levels and resources reflected demand.

The 2026 National GP Patient Survey showed improvements in access. For example, 58% of respondents said it easy to contact the service by telephone, compared with 52.9% in 2025. Positive responses about the overall experience of contacting the service also increased from 69.6% in 2025 to 73% in 2026.

A 4-week review of telephone data for June 2026 showed an average call waiting time of 2 minutes. The service also used enhanced access clinics, online booking, Anima triage and remote consultations to increase appointment availability and provide people with a range of ways to access care.

The premises had been adapted to improve accessibility. Treatment rooms were available on the ground floor, and a ramp and automatic door had been installed at the entrance. These adjustments helped improve access for people with mobility needs, wheelchair users and people using pushchairs.

The service had effective systems to identify people who may have undiagnosed conditions. If a clinician was unexpectedly off work, the service could move people’s appointments into reserved same-day appointment times so they could still be seen.

Staff and leaders actively listened to information about people who are most likely to experience inequality in experience or outcomes and tailored their care, support and treatment in response to this.

Feedback from people using the service, including feedback shared with the service and CQC, was positive. Staff treated people equally and without discrimination. Leaders worked proactively with local organisations, including voluntary sector partners, to identify and reduce barriers that could affect people’s access, experience or outcomes.

Staff and leaders adapted services to meet the needs of different groups and support equitable access to care. This included supporting registration for people in vulnerable circumstances, offering assistance for people without internet access, providing support for people with communication needs, older people and people with learning disabilities and gathering feedback through a range of methods. People could also choose from different appointment and prescription routes if digital access was difficult.

The service’s immunisation programme reflected this approach. Staff used targeted interventions to improve access to recommended immunisations, particularly for people from transient populations who may otherwise experience barriers to receiving preventative healthcare.

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.

Remote clinical searches showed people were supported to discuss and record their wishes for end-of-life care, including decisions about cardiopulmonary resuscitation (CPR). Where appropriate, this information was shared with other services through integrated care records to support coordinated care. Do Not Attempt Cardiopulmonary Resuscitation (DNACPR) decisions were appropriate, clearly documented and made in line with relevant legislation and guidance.

The service worked closely with the local hospice team to support the delivery of effective palliative care and end-of-life care. People receiving end-of-life care were discussed and reviewed at regular multidisciplinary meetings, helping to ensure care remained coordinated, person-centred and responsive to changing needs. Staff also had access to wellbeing support when affected by the death of people they cared for.