During an assessment under our new approach
Date of Assessment: 23/10/2025 to 28/10/2025. Betts Avenue Medical Group is a GP practice in Benwell and Kenton, Newcastle upon Tyne, and delivers service to 10,637 patients under a contract held with NHS England. The National General Practice Profiles states that 80.34% of people using this service arewhite, 10.2% are Asian, 4.16% are black, while the remaining proportion consists of individuals from other ethnic groups. Information published by Office for Health Improvement and Disparities shows that deprivation within the practice population group is in the first decile (1 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.
The service had a good learning culture and people could raise concerns. Managers investigated incidents thoroughly. People were protected and kept safe. Staff understood and managed risks. The facilities and equipment met the needs of people, were clean and well-maintained and any risks mitigated. 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. While staff managed medicines well on the whole, we saw that some improvements were needed in the way some people on long-term medications were monitored.
Staff reviewed assessments taking account of people’s communication, personal and health needs. Care was mostly based on latest evidence and good practice, though we saw some areas where clinical reviews had not been carried out in line with guidance. 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 took 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 had put in place initiatives to support staff wellbeing, yet some staff did tell us they did not always feel listened to.
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. People received fair and equal care and treatment. 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, however some staff told us they would like more involvement in shaping the future of the practice, and that they sometimes felt their concerns were not acted on. Leaders were mostly 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. There was a culture of continuous improvement with staff given time and resources to try new ideas.