During an assessment under our new approach
Date of Assessment: 13 November 2025 to 18 November 2025. Wychbury Medical Group is a primary care at scale GP practice and delivers service to 22,819 patients, under a contract held with NHS England. Wychbury Medical Group consists of 3 sites across Dudley and Sandwell. The Care Quality Commission (CQC) completed onsite inspections at all 3 sites as part of our assessment process. Wychbury Medical Group includes:
- Wychbury Medical Centre, 121 Oakfield Road, Wollescote, Stourbridge, West Midlands, DY9 9DS
- Cradley Road Medical Practice, Cradley Road, Cradley Heath, B64 6AG
- Chapel House Surgery, Chapel House Lane, Halesowen, B63 2JW
The National General Practice Profiles reported on the ethnicity of the practice population as, 85.4% White, 8% Asian, 2.3% Mixed, 0.5%, Black, 3.8% Other. Information published by Office for Health Improvement and Disparities shows that deprivation within the practice population group is in the fourth decile 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 and processes were in place to ensure learning was shared with all the team to mitigate future risks. People were protected and kept safe. Staff understood and managed risks. The facilities and equipment were clean and maintained, risks were identified and mitigated and planned improvements were underway to enhance certain aspects of the site’s infrastructure.
There were enough staff with the right skills, qualifications and experience and robust processes and oversight. Managers made sure staff received training and regular appraisals to maintain high-quality care. Staff managed medicines effectively; however, improvements were required in the management and monitoring of some medicines that required regular review. The facilities and equipment met the needs of people, were clean and well-maintained.
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 with all agencies involved in people’s care for the best outcomes and smooth transitions when moving services. Staff ensured that people understood their care and treatment so they could provide informed consent. Where individuals lacked capacity, staff involved those important to them and made decisions in their best interests.
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. Feedback from patients was positive about accessing the services provided and this was also reflected in the results of the GP National Patient Survey. 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. Leaders 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. There was a positive workplace culture of continuous improvement with staff given time and resources to try new ideas.