• Doctor
  • Urgent care service or mobile doctor

Preston Integrated Urgent Care Centre

Overall: Good read more about inspection ratings

Royal Preston Hospital Sharoe Green Lane, Fulwood, Preston, Lancashire, PR2 9HT (01772) 523018

Provided and run by:
GoToDoc Limited

All Inspections

27 April 2022

During a routine inspection

This service was previously rated as Good overall. (Previous inspection 10/ 2017- Good)

We carried out an unrated announced focused inspection at Preston Integrated Urgent Care Centre on 27 April 2022.

This was undertaken as part of a programme of activity by CQC which involved a coordinated approach to inspecting services across. We inspected this location using a focussed methodology to understand the patient experience in a place at that time and to check the provider was complying with the regulations under the Health and Social Care Act 2008.

We looked at three key questions of safe, effective and well-led but did not rate the service. We also collected evidence around access to the service in the responsive key question.

We undertook this inspection at the same time as CQC inspected a range of urgent and emergency care services in Lancashire and South Cumbria. To understand the experience of integrated urgent care centre providers and people who use the urgent and emergency care pathways, we asked a range of questions in relation to urgent and emergency care.

The responses we received have been used to inform and support system wide feedback. At this inspection we found:

• The service had good systems to manage risk so that safety incidents were less likely to happen. When they did happen, the service learned from them and improved their processes.

• The service had worked closely with their local partners to support asylum seekers in primary care with the service going above and beyond to help provide local support for one family in crisis.

• The service routinely reviewed the effectiveness and appropriateness of the care it provided. It ensured that care and treatment was delivered according to evidence- based guidelines with regular quality assurance audits undertaken.

• Staff involved and treated people with compassion, kindness, dignity and respect and we found incorporated the service values within their day to day job.

• Patients were able to access care and treatment from the service within an appropriate timescale for their needs with the service inline or above National and local targets.

• There was a strong focus on continuous learning and improvement at all levels of the organisation.

The areas where the provider should make improvements are:

• Review processes of documenting fridge temperatures to ensure documentation is always up to date.

Dr Rosie Benneyworth BM BS BMedSci MRCGP

Chief Inspector of Primary Medical Services and Integrated Care

12 October 2017

During a routine inspection

Letter from the Chief Inspector of General Practice

We carried out an announced comprehensive inspection at Preston Integrated Urgent Care Centre on 12 October 2017. Overall the service is rated as good.

Our key findings across all the areas we inspected were as follows:

  • There was an open and transparent approach to safety and a system in place for reporting and recording significant events. The service took every opportunity to identify areas for improvement.
  • The service had clearly defined and embedded systems to minimise risks to patient safety. Risk assessment was integral to service delivery.
  • Staff were aware of current evidence based guidance. Staff had been trained to provide them with the skills and knowledge to deliver effective care and treatment. Staff training and development was well-supported by management.
  • Patients’ levels of satisfaction with the service were relatively high and the service used patient complaints and compliments to inform service developments.
  • Information about services and how to complain was available. Staff were encouraged to reflect on their practice in relation to complaints.
  • The provider was proactive in seeking patient and staff feedback and used surveys and “listening days” to learn how services could be improved. The patient journey was central to shaping services.
  • The service had good facilities, although limited in space, and was well equipped to treat patients and meet their needs. A premises re-development was planned starting November 2017.
  • There was a clear leadership structure and staff felt supported by management. Governance systems and processes were embedded and shared with other providers where appropriate. Service development was planned together with other services and tailored to the local health economy.
  • The provider was aware of the requirements of the duty of candour. Examples we reviewed showed the service complied with these requirements.
  • The leadership drove continuous improvement and staff were accountable for delivering change.

We saw two areas of outstanding practice:

  • Patients’ individual needs and preferences were central to the planning and delivery of the service. For example, the service had worked with deaf expert patients to help understand the needs of those patients following a patient complaint. They designed their own patient leaflets to explain the services that they offered and to give patients health information.
  • The service offered all staff a chance every year to bid for innovations that would benefit the organisation or the local community. We saw evidence of where this fund had been invested over the three years previously.

Professor Steve Field (CBE FRCP FFPH FRCGP) 

Chief Inspector of General Practice