During an assessment under our new approach
Date of Assessment:05 August 2026 to11 August 2026.Corbett Medical Practiceisa GP practice and delivers service to approximately 14,114 patients under a contract held with NHS England. Information published by Office for Health Improvement and Disparities shows deprivation within the practice population group is in the 8th decile (8of 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 provider demonstrated a positive learning culture where staff felt able to raise concerns and share feedback. Incidents were reviewed and investigated, and learning was used to support improvements where appropriate. People were protected from avoidable harm, and staff understood their responsibilities for identifying and managing risks. The premises and equipment were suitable for the delivery of care, well maintained, and processes were in place to identify and mitigate risks. There were enough staff with the right skills, qualifications and experience required to meet people's needs. Staff received appropriate training and support to carry out their roles. Medicines were managed safely, and people were involved in decisions about their care and treatment. We found a small number of areas during the inspection where improvements could be made. There was no evidence to show this had impacted patient care. Leaders responded positively and took prompt action to improve the areas identified.
People 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 worked exceptionally well with all agencies involved in people’s care for the best outcomes and smooth transitions when moving services. Staff made sure people understood their care and treatment to enable them to give informed consent. Staff involved those important to people took decisions in people’s best interests where they did not have capacity.
People were treated with kindness, compassion and dignity. Patients told us staff were caring, professional and responsive to their needs, and survey results showed high levels of confidence and trust in clinicians, with people reporting they felt listened to and involved in decisions about their care and treatment. Staff worked hard to understand people as individuals and tailored care to meet their personal circumstances, preferences and needs. The provider demonstrated a flexible approach to supporting different patient groups and putting processes in place to support them. Staff felt valued and well supported by leaders, which helped them to consistently deliver person-centred care.
The provider delivered person-centred care and worked in partnership with people to respond to their individual needs and preferences. Care was coordinated and joined up. Leaders ensured they had an extremely effective system in place to support people to access the right support at the right time and maintain continuity of care. The provider demonstrated a flexible and innovative approach to meeting the needs of different groups. Patients valued the continuity of care offered by the practice and spoke positively about being able to access their preferred clinician. The provider actively sought and acted on feedback from patients and the Patient Participation Group to improve people's experiences and outcomes.
Leaders and staff had a clear and well-embedded vision, strategy and culture, underpinned by transparency, equity, equality, human rights, diversity, inclusion and meaningful engagement. Leaders had a good level of oversight and were visible, knowledgeable and supportive, helping staff 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. Leaders and staff had a strong focus on continuous learning, innovation and improvement across the organisation.