Updated 29 April 2026
Date of Assessment: 11 May 2026. Cheadle Hulme Medical Group is a GP practice and delivers services to approximately 14,802 people under a contract held with NHS England. In addition to the main practice in Cheadle Hulme Medical Clinic, the service runs a branch practice at Bridge House Medical Centre about 3 miles away. According to the latest available data, the ethnic make-up of the service area is approximately 86% White, 9% Asian, 2% Mixed, 1% Black and 2% Other. Information published by the Office for Health Improvement and Disparities shows deprivation within the service population group is in the 10th decile (10 of 10). The lower the decile, the more deprived the service population is relative to others.
This was a focused assessment. We undertook this assessment due to the length of time since our last assessment. We assessed 10 quality statements from across all 5 key questions. 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.
There are two sites Cheadle Hulme Medical Clinic and Bridge House. At both, staff kept facilities clean and maintained equipment appropriately to ensure people were kept safe. They assessed and managed the risk of infection well and took steps to control the risk of it spreading. There were enough staff with the right skills, qualifications and experience. Staff supported people to live healthier lives, monitoring their care and treatment to ensure they received positive and consistent outcomes. Staff treated people with kindness, empathy and compassion, and respected their privacy and dignity. People could access care, treatment and support when they needed it. Leaders and staff were alert to discrimination and inequality that could disadvantage groups of people who used the service and sought ways to address any barriers. The service had a clear vision and strategy, which considered the needs of the people who used their service and the wider community. Staff understood their individual roles and responsibilities. Leaders accounted for the actions, behaviours and performance of staff through clear and effective governance processes.