Updated 1 April 2026
Date of Assessment: 3 September 2026 to 9 September 2026. St James Medical Practice is a GP practice and delivers service to 5,961 patients under a contract held with NHS England. The National General Practice Profiles states that 74.2% of patients registered are White, 14.8% are Asian, 5.7% are Black, 3.7% are Mixed and 1.6% are Other. Information published by Office for Health Improvement and Disparities shows that deprivation within the practice population group is in the second decile (2 of 10). The lower the decile, the more deprived the practice population is relative to others. This assessment considered the demographics of the people using the service, the context the service was working within and how this impacted service delivery. Where relevant, further commentary is provided in the quality statements section of this report.
The practice had systems in place to keep people safe and protect them from harm. The service had a good learning culture, and people could raise concerns which was investigated thoroughly. Staff received the training they needed and understood their responsibilities for safeguarding. They could explain how they would respond to concerns, including urgent health risks. The facilities and equipment met the needs of people, were clean and well-maintained and any risks mitigated. The practice had effective arrangements for infection control, medicines management, emergencies, and maintaining a safe environment. There were enough staff with the right skills, qualifications and experience.
People were involved in assessments of their needs. Staff reviewed assessments taking account of people’s communication, personal and health needs. The practice provided effective care and systems were in place to monitor long-term conditions, medicines, and potential missed diagnoses, with records generally showing appropriate assessments, monitoring, and follow-up. Although national targets for cervical screening and childhood immunisations had not been achieved, leaders demonstrated a clear understanding of the challenges faced by the local community and there were measures in place to support informed decision-making and improve uptake.
The practice was led by approachable and supportive leaders who promoted a positive culture and a commitment to improving care. Staff understood their roles and responsibilities. Staff felt valued and able to raise concerns and were treated equally, free from bullying or harassment. Governance systems supported quality, safety, and continuous improvement. Leaders worked effectively with the Primary Care Network (PCN) and other local healthcare providers, to deliver the best possible care and were receptive to new ideas. There was a culture of continuous improvement with staff given time and resources to try new ideas.
Since the last inspection, the practice had made improvements and is no longer in breach of regulations 12 Safe Care and Treatment, regulation 17 Good Governance and Regulation 18 Staffing.