Trinity 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.

At our last assessment, we rated this key question as good. At this assessment, the rating remains the same.

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 service made sure patients were at the centre of their care and treatment choices. Through the clinical assessment service patients had access to appointments and clinics provided by clinicians including GPs, advanced nurse practitioners, and members of the nursing team as well as being able to be referred to other specialist services. GP Care Wakefield and its services and projects were delivered as an extension of the patient’s own practice and processes were in place to access and share care records when required, and to contact practices should the patient require any follow up or need action for ongoing concerns. Participants in the projects delivered by the service such as the respiratory projects and workplace NHS health checks received bespoke screening checks and when required follow-up support either by the service themselves, or partner organisations.

Care plan templates used by the service reflected the mental, physical and emotional needs of patients as well as patient voice, preferences and goals.

Staff had received induction awareness and training in areas such as communication skills, and mental capacity to support specific population needs, as well as training to support specific population groups such as those with a learning disability or autism. Performance and development review records included person-centred values, and this was part of the organisation’s competency framework.

Care delivery reflected physical, mental, emotional, and social needs of patients including those related to protected characteristics under the Equality Act.

The service had a clear 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.

The service worked closely with its constituent partners in both individual practices and primary care networks, and sought to develop and deliver local services built on recognised need.

The clinical assessment service (CAS) was an essential element in the delivery of GP Care Wakefield services, and through this the delivery of wider primary care services across Wakefield. The CAS offered remote assessments undertaken by non-prescribing clinical advisors supported by GPs and advanced nurse practitioners. They assessed need using a primary care consultation process and operating procedures, then were able to offer patients, depending on their identified needs, a range of care opportunities including care advice and signposting, dedicated extended hours appointments (and also immediate support via clinicians directly supporting the service). This central assessment service was fully integrated into the local care system and offered effective assessment and treatment delivery. Between March 2026 and August 2026, the CAS had undertaken 14,260 consultations. Of these consultations 39% resulted in GP advanced nurse practitioner prescribing support or clinical advice, 16.9% saw booked face-to-face appointments with GP Care Wakefield clinicians at 1 of their 7 sites, and 44.1% had patients given either self-care or referral to another service.

Other services developed by Conexus Healthcare CIC to meet local needs included their lung health check programme, mining respiratory programme and workplace NHS health checks. In particular, this was important for areas of Wakefield which had high rates of respiratory illness. Actions and activities undertaken as part of this work included early identification of concerns and diagnostic testing, and case finding for further diagnostic testing. The CAS, specific projects and the workplace NHS health checks required the service to develop integrated care pathways and agreements with partners. The service shared records and results effectively, and offered patients seamless continuity of care.

For repeat patients we heard that staff had been made aware of Jess’s Rule (an NHS primary care initiative in England launched in September 2025, which requires GP teams to "reflect, review, and rethink" a diagnosis if a patient presents 3times with the same or escalating unresolved symptoms). The service also analysed frequent attenders to better understand their reasons and needs in attending the service.

To support their use and understanding of data and local needs Conexus Healthcare CIC had a business information analyst in post.

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

The Conexus Healthcare CIC and GP Care Wakefield webpages were detailed and carried full details of their services including operating times, and services on offer. It was also clear to patients when the service was not available for some routine matters such as repeat prescribing.

Adjustments were made to support the communication needs of patients; this included the use of translation and interpretation services. and the provision of easy read materials explaining care and treatment. Individual communication needs were noted on the patient’s record and were available to the service to support their consultations. Leaders and managers told us that they recognised some members of their population struggled with technology and said that staff were available to help patients if they needed individual support accessing information or understanding their care. We saw that information provided by the service met the Accessible Information Standard.

Communication with partner GP practices was effective and a cloud-based digital collaboration platform was used by their local primary care networks to access the GP Care Wakefield team. The service maintained effective communication with other key partners and stakeholders for the delivery of projects, and actively engaged with potential participants in their community projects using varied media including posters, leaflets and SMS and email campaigns.

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 effectively managed and reviewed. We saw that complaints and NHS Friends and Family responses were discussed at weekly clinical services meetings, and that learning from feedback was implemented to support quality improvement. Staff were aware of how to handle complaints and followed the organisations processes. As well as the use of the NHS Friends and Family Test, which was sent to patients accessing the clinical assessment service, the service sought feedback from patients who had attended other clinics and projects. For example, we saw that of participants from the lung health checks programme who gave feedback 81.1% rated the service very good (93.2% rated it good or very good), and 89.4% of respondents said that the next steps were explained to them at the end of their screening call.

Service feedback to complainants was detailed and met national guidelines including discussing possible escalation routes. The service also maintained links with their local Healthwatch.

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

The services inspected as part of this assessment offered good access to patients who either wished to access the clinical assessment service (CAS), or who met the criteria for inclusion in the health checks projects and programmes.

The CAS operated for patient contact:

• Monday to Friday 16:00-21:00
• Saturday 09:00-16:00
• Sunday 09:00-13:00

After initial contact with the CAS, patients were offered a range of care options depending on their identified needs. This included access to face-to-face appointments, self-care advice or the prescribing of medicines via GPs and advanced nurse practitioners attached to the service. Between March 2026 to August 2026 the CAS undertook 14,260 consultations.

The projects and programmes were accessed via either direct invitation by the service or by being made aware of the service being offered and coming forward to receive services.

• Lung health check programme – telephone assessments undertaken Monday to Friday 09:00-17:00. This programme had delivered 1,283 completed lung health checks in just over 3 months. These completed checks delivered by the service had a conversion to CT scan rate of 63.5% with 815 CT scans being booked for patients (377 of these had already been carried out by August 2026). Data from the service showed that 94.7% of patients were seen within a month of booking.
• Mining respiratory project – was delivered at 2 community sites, with 1 site having a weekly nurse presence and the 2nd which operated alternate weeks.
• Workplace NHS health checks – these are delivered on dates and at times agreed with the businesses concerned.

Services inspected as part of this assessment were mainly delivered by a core of substantive leaders, managers and support staff, and by sessional GP’s, other health professionals, and reception staff. The CAS was delivered through a sub-contract with a local GP provider who employed some staff directly including the clinical advisors. Other staff such as GPs and advanced nurse practitioners were employed directly by Conexus Healthcare CIC.

Should patients require additional support to access services such as language support, this was available.

The service undertook access monitoring and access planning activities for services to ensure that these were adequately staffed and suitable for purpose.

Patient feedback for the services assessed was positive:

• CAS - 82.7% of patients who accessed the clinical assessment service rated it as good or very good.
• Lung health check programme - 93.2% of respondents rated the service good or very good.
• Workplace NHS health checks – 98.6% of participants rated these as good or very good.

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

Feedback provided by people who used the various services, programmes and projects was positive. For example, 81.1% of patients who participated in the lung health check programme rated the service very good (and 93.2% rated it either good or very good), and reported that staff were friendly, professional and gave clear explanations.

Staff treated people equally and without discrimination. Leaders proactively sought ways to address any barriers to improving people’s experiences and worked with local partner organisations to address local health inequalities. This included developing and delivering projects to tackle issues and concerns such as high levels of respiratory ill health.

The lung health check programme, mining respiratory project and workplace NHS health checks all played a significant role in tackling local health inequalities. For example, the services were used to tackle Wakefield’s higher rates of conditions such as chronic obstructive pulmonary disease - COPD (2.7% locally against 1.9% nationally) and asthma (7.2% locally against 6.5% nationally). Actions included early diagnostic testing and case finding for further diagnostic testing via computed tomography (CT) scanning.

As evidence of understanding local health inequalities, and of the positive health impact of their work we heard that when planning for the mining respiratory project the service had recognised that many people within ex-mining communities were sometimes reluctant to raise their health concerns, and subsequently many people had normalised breathing issues. The project set about trying to engage and build trust and understanding in these communities through working with established local community charities, and through this connecting with potential patients. Services were delivered as outreach work within communities, with project clinics being hosted at locations operated by 2 mining focused charities. Achievements included from April 2026 to the time of our assessment, 37 non-primary care referrals being undertaken, 15 patients had received spirometry screening and 13 had received fractional exhaled nitric oxide (FeNO) testing. Other outputs included the service undertaking 9 asthma reviews and 13 other structured respiratory reviews. Outcomes for participants included 2 chronic obstructive pulmonary disease (COPD) diagnoses and 2 diagnoses of restrictive lung disease. The project also increased community understanding of respiratory illnesses, and treatment and support options which may be open to them.

Staff understood the importance of providing an inclusive approach to care and made adjustments to support equity in people’s experience and outcomes. As an example, staff had received training in supporting the needs of patients with a learning disability or autism.

The specific projects were based on needs analysis, stakeholder feedback, and the use of population health data including the Joint Strategic Needs Analysis. The service engaged and sought to support national approaches to tackling health inequalities such as the Core20PLUS5 (a national strategy designed to reduce healthcare inequalities. It defines a specific target population group (Core20PLUS) and highlights five key clinical focus areas (5) that require fast improvements to close health gaps). Actions within this strategy included core offers made by the service including tackling chronic respiratory disease, and access to early cancer diagnosis.

We saw the service analysed patient experience and broke this down by demographic to identify any disparities in experience.

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. Whilst the clinical assessment service was open to a range of patients; we were told that the service recognised the needs of vulnerable patients and prioritised those patients at the end of life, and transferred them directly to GPs and advanced nurse practitioners within the service for enhanced care.

The service had access to key decisions that had been made by patients regarding their care, this included cardiopulmonary resuscitation.