During an assessment under our new approach
Date of Assessment: 2 December 2025 to 4 December 2025.
Towcester Medical Centre is a GP practice delivering services to approximately 11,700 patients in Towcester and the surrounding villages, under a contract held with NHS England. The practice has a branch surgery with a dispensary in the village of Paulerspury. Information published by Office for Health Improvement and Disparities shows that deprivation within the practice population group is in the 10th decile (10 of 10). The lower the decile, the more deprived the practice population is relative to others. At the time of our assessment, there were 11,716 patients registered with the practice (95% White, 2% Asian, 1% Black and 2% from Mixed or other ethnicities).
We carried out an announced comprehensive assessment of all 5 key questions (Safe, Effective, Caring, Responsive and Well-Led) between 2 December 2025 and 4 December 2025. This assessment was carried out to provide a rating and assess the quality of services being delivered as this practice had not been assessed since 2015, when it was rated as good.
We found that safety of people, staff and facilities was a priority for everyone in this practice. However, some areas, particularly those relating to safety systems in the dispensary needed strengthening to further reduce risks. The provider took swift action to respond to feedback received during our assessment, to implement improvements to reduce identified risks. Leaders ensured safe, high-quality care through a strong learning culture where concerns could be raised openly. Incidents were investigated thoroughly, and lessons were shared with staff. Facilities and equipment were clean, well-maintained, and met people’s needs, with any risks mitigated promptly.
The workforce was strongly patient focused, understood the needs of their population and developed services responsive to their needs. There was emphasis on quality assurance and a comprehensive program of audit. There were enough staff with the right skills, qualifications and experience to maintain high-quality care. Leaders supported staff with regular training and appraisals.
People were actively involved in assessments of their needs. Staff reviewed these assessments, considering individuals’ communication, personal, and health requirements. Care was delivered in line with the latest evidence and best practice. Staff worked collaboratively with all agencies involved in people’s care to achieve the best outcomes and ensure smooth transitions between services. They made sure people understood their care and treatment, enabling them to give informed consent. Where individuals lacked capacity, staff involved those important to them when making decisions in their best interests.
People were treated with kindness and compassion, with staff ensuring their privacy and dignity. They respected individuals’ preferences and supported personal choices in care and treatment. The service also promoted staff wellbeing, helping to create a positive and supportive environment for both staff and those receiving care.
People were actively involved in planning and making decisions about their care. The service provided clear, accessible information and ensured people understood their options, including the choice to withdraw or decline care. The service was easy to access, worked to eliminate discrimination, and promoted fair and equal treatment. Feedback processes were transparent, and people felt confident their views were taken seriously and acted upon.
There was a visible, knowledgeable and supportive leadership team that made positive changes to the practice and had a clear plan for future developments with the aim of improving the quality of the patient experience. They supported staff to develop in their roles. Staff felt supported to give feedback and were treated equally, free from bullying or harassment. 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 strong culture of continuous improvement and learning with staff given time and resources to try new ideas.