Updated 5 August 2025
Date of Assessment: 7 to 9 October 2025. Fairfield PMS is a GP practice and delivers service to approximately 12,782 patients under a contract held with NHS England. The National General Practice Profiles states that the ethnic make up of the practice is 54.7% White, 20.5% Black, 13.7% Asian, 7.04% Mixed and 4.09% Other. Information published by Office for Health Improvement and Disparities shows that deprivation within the practice population group is in the 3rd decile (3 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.
SAFE: The service had a good learning culture and people could raise concerns. Patients were protected and kept safe. Staff understood and managed risks. There were enough staff with the right skills, qualifications and experience. Managers made sure staff received training and regular appraisals to maintain high-quality care. Staff managed medicines well and involved patients in planning any changes.
EFFECTIVE: Patients were involved in assessments of their needs. Staff reviewed assessments taking account of people’s communication, personal and health needs. Care was based on latest evidence and good practice. Staff made sure people understood their care and treatment to enable them to give informed consent.
CARING: Patients were treated as individuals and with kindness and compassion. Patients had choice in their care and treatment. The service supported staff wellbeing.
RESPONSIVE: Patients were involved in decisions about their care. The service provided information people could understand. Patients knew how to give feedback and were confident the service took it seriously and acted on it. Patients received fair and equal care and treatment. Patients were involved in planning their care and understood options around choosing to withdraw or not receive care.
WELL-LED: Leaders and staff had a shared vision and culture based on listening, learning and trust. Leaders were visible, knowledgeable and supportive, helping staff develop in their roles. Staff understood their roles and responsibilities. Managers worked with the local community 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.