The Care Quality Commission
  • Doctor
  • GP practice

Tower House Surgery

Overall: Requires improvement read more about inspection ratings

Rink Road, Ryde, Isle of Wight, PO33 1LP (01983) 817200

Provided and run by:
Tower House Surgery

All Inspections

During an assessment under our new approach

Date of Assessment: 1 September to 10 September 2025. Tower House Surgery is a GP service delivering service to approximately 14,664 people under a contract held with NHS England. The National General Service Profiles states population demographics are in line with local and national averages. Information published by Office for Health Improvement and Disparities shows deprivation within the service population group is in the 4th decile (4 of 10). The lower the decile, the more deprived the service 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 service had a good learning culture and people could raise concerns. Leaders investigated incidents thoroughly, however learning from incidents and near misses not meeting the Significant event threshold were not analysed for themes or trends. Staff understood and managed risks. The facilities and equipment met the needs of people, were clean and well-maintained and any risks mitigated. The service employed enough staff, however recruitment records did not hold all of the required employment documentation. Leaders made sure staff received training to maintain high-quality care. Staff managed medicines reasonably well and involved people in planning any changes.

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 service. Staff worked 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 to make decisions in people’s best interests where they did not have capacity.

People were treated with kindness and compassion. Staff protected their privacy and dignity. They treated them as individuals and supported their preferences. People had choice in their care and treatment. The service supported staff wellbeing.

People were involved in decisions about their care. The service provided information people could understand. People knew how to give feedback and were confident the service took it seriously and acted on it. The service was easy to access and worked to eliminate discrimination. The service worked to reduce health and care inequalities through training and feedback. People were involved in planning their care and understood options around choosing to withdraw or not receive care.

Leaders and staff had a shared vision and culture based on listening, learning and trust. Staff did refer to leaders not being as visible as they would like. Leaders were referred to as being supportive and helping staff develop in their roles. Staff referred to their workplace as a supportive culture and were encouraged to give feedback and were treated equally, free from bullying or harassment. Staff understood their roles and responsibilities. Leaders 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.

We found 2 breaches of the legal regulations in relation to safe care and treatment, and fit and proper persons employed. We have asked the provider for action plans in response to the concerns found at this inspection.

09may2018

During a routine inspection

This practice is rated as Good overall. (Previous inspection March 2016 – Good)

The key questions are rated as:

Are services safe? – Good

Are services effective? – Good

Are services caring? – Good

Are services responsive? – Good

Are services well-led? –Good

We carried out an announced comprehensive at Tower House Surgery on 9 May 2018. This inspection was carried out as part of our inspection programme.

At this inspection we found:

  • The practice had clear systems to manage risk so that safety incidents were less likely to happen. When incidents did happen, the practice learned from them and improved their processes.
  • There was an open and transparent approach to safety and an effective system in place for reporting and recording significant events.
  • The practice routinely reviewed the effectiveness and appropriateness of the care it provided. It ensured that care and treatment was delivered according to evidence- based guidelines.
  • Patients said they were treated with compassion, dignity and respect and they were involved in their care and decisions about their treatment.
  • Patients found the appointment system easy to use and reported that they could access care when they needed it.
  • The practice had good facilities and was well equipped to treat patients and meet their needs.
  • There was a clear leadership structure and staff felt supported by management. The practice proactively sought feedback from staff and patients, which it acted on.
  • There was a strong focus on continuous learning and improvement at all levels of the organisation.

Professor Steve Field CBE FRCP FFPH FRCGP
Chief Inspector of General Practice

9 March 2016

During a routine inspection

Letter from the Chief Inspector of General Practice

We carried out an announced comprehensive inspection at Tower House Surgery on 9 March 2016. Overall the practice is rated as good. The practice has been rated as outstanding for the responsive domain.

Our key findings across all the areas we inspected were as follows:

  • There was an open and transparent approach to safety and an effective system in place for reporting and recording significant events.
  • Risks to patients were assessed and well managed.
  • Staff assessed patients’ needs and delivered care in line with current evidence based guidance. Staff had the skills, knowledge and experience to deliver effective care and treatment.
  • Patients said they were treated with compassion, dignity and respect and they were involved in their care and decisions about their treatment.
  • Information about services and how to complain was available and easy to understand.
  • Patients said they found it easy to make an appointment with a named GP and that there was continuity of care, with urgent appointments available the same day.
  • The practice had good facilities and was well equipped to treat patients and meet their needs.
  • There was a clear leadership structure and staff felt supported by management. The practice proactively sought feedback from staff and patients, which it acted on.
  • The provider was aware of and complied with the requirements of the Duty of Candour.
  • The practice was working with the Wessex Academic Health Science Network to encourage all GP practices to become dementia friendly.
  • One of the GPs at Tower House was the GP Isle of Wight clinical commissioning group lead for older persons and dementia.

We saw areas of outstanding practice:

  • The practice had been innovative and proactive to support older people and also people with dementia. The practice had hosted, with Isle of Wight Age UK, an age friendly community steering group in November 2015 and as a result the practice was working to be the first age friendly practice on the Isle of Wight. Also the practice Patient Participation Group feedback was shaping the implementation of a collaborative project with two other Ryde practices. The project means the practice now offer seated strength and balance classes for older people with marked frailty.
  • The practice was the first practice on the Isle of Wight to adopt a scheme known as ISPACE. Which is designed to improve the patient experience through delivery of a set of improvements in care planning, communications and awareness of dementia for staff in primary care settings.

The areas where the provider should make improvement are:

  • Policies should be updated with details of the new practice manager.
  • Seating in the patients waiting area should be repaired if damaged and ripped.

Professor Steve Field (CBE FRCP FFPH FRCGP) 

Chief Inspector of General Practice

14 November 2013

During a routine inspection

We spoke with 20 patients who were attending the surgery during our inspection and a representative of the patient participation group. We also spoke with two of the seven GP partners, practice manager, practice nurses, and five administrative staff. All patients were extremely happy with the service they received from the surgery and the staff. They told us they could always get an appointment when they needed one although this may not always be with their own GP. Patients said there was adequate time at each consultation and diagnosis and treatment options were fully discussed and explained to them. One patient said 'I am always able to ask questions if I don't quite understand what the doctor is saying'.

All patients said they were treated appropriately and with dignity and respect. Patients were protected against the risks of receiving care or treatment which was inappropriate or unsafe and were cared for by suitably qualified, skilled and supported staff. There were arrangements in place for staff to be able to recognise and report safeguarding children and vulnerable adults concerns to the relevant authorities. Patients were protected from the risk of infection because appropriate guidance and procedures were followed.

The provider had effective systems in place to identify, assess and manage risks to the health, safety and welfare of patients using the service and others. Patient's views were sought as part of the process to monitor the quality of the service provided.