Abington Park Surgery

On this page

• Overview
• Learning culture
• Safe systems, pathways and transitions
• Safeguarding
• Involving people to manage risks
• Safe environments
• Safe and effective staffing
• Infection prevention and control
• Medicines optimisation

We looked for evidence that people were protected from abuse and avoidable harm. At our last assessment, we rated this key question good. At this assessment, the rating remains the same. With the provider’s consent and in line with data protection requirements, we also conducted remote clinical searches of the patient records system. We reviewed the practice’s policies, spoke with staff via video calls, and carried out on-site observations to identify any concerns and actions taken by the provider.

This service scored 75 (out of 100) for this area. Find out what we look at when we assess this area and How we calculate these scores.

The service had a proactive and positive culture of safety, based on openness and honesty. They listened to concerns about safety and investigated and reported safety events. Lessons were learnt to continually identify and embed good practice.

People felt supported to raise concerns and felt staff treated them with compassion and understanding. Managers encouraged staff to raise concerns when things went wrong. During staff meetings, the whole team discussed and learnt from clinical issues that were raised. Staff felt there was an open culture, and that safety was a top priority. The provider had processes for staff to report incidents, near misses and safety events. There was a system to record and investigate complaints, and when things went wrong, staff apologised and gave people support. Key learning was often shared across the wider Primary Care Network (PCN) or Integrated Care Board (ICB) to support continuous improvement within the local health system. Members of the PPG felt the provider was responsive to feedback and took concerns seriously, this was evidenced in meeting minutes which highlighted how feedback led to meaningful service improvements. A culture of openness was fostered by managers, where staff felt empowered to speak up when issues occurred. Complaints and incidents were thoroughly reviewed, and learning was used to implement changes that enhanced the quality of care.

The service worked with people and healthcare partners to establish and maintain safe systems of care, in which safety was managed or monitored. They made sure there was continuity of care, including when people moved between different services.

The service worked with other providers to deliver shared care and when patients moved between services. The Practice received both online and paper registrations with a designated staff member who reviewed any patients that had existing safeguarding concerns on their records and sends directly to the safeguarding administrator. For urgent referrals, a tracking and auditing process had been implemented, allowing the administration team to oversee progress and ensuring the referring clinician reviewed the outcome and arranged suitable follow up for the patient. For example, urgent 2 week wait referrals for suspected cancer, were managed promptly and appropriately followed up by clinicians. To promote continuity of care, the practice worked closely with other providers, especially when patients were receiving joint care or transitioning between services. Correspondence was dealt with promptly, reviewed by the relevant staff, and actioned to ensure care remained safe and effective. Robust systems were in place to manage referrals and test results without any delays.

The service worked with people and healthcare partners to understand what being safe meant to them and the best way to achieve that. They concentrated on improving people’s lives while protecting their right to live in safety, free from bullying, harassment, abuse, discrimination, avoidable harm and neglect. The service shared concerns quickly and appropriately.

Safeguarding policies were in place and known to staff, who were appropriately trained in safeguarding procedures. The practice maintained a list of vulnerable people and acted on concerns working in partnership with other organisations. The Safeguarding Administrator in collaboration with the practice manager had oversight of staff safeguarding training to ensure they had the correct level of training. Staff were confident in recognising and reporting safeguarding issues and knew how to access the safeguarding lead when needed. The Safeguarding Lead and Safeguarding Administrator maintained the register to review patients and ensure none are removed from the safeguarding register inappropriately. Electronic systems alerted clinical staff to any potential safeguarding concerns when accessing patients’ records. There were regular meetings and discussions between the practice and other health care professionals, such as social workers, to support and protect vulnerable adults and children from risk of harm. The provider has developed a safeguarding dashboard on the intranet as a central reference point for all staff. This resource has been widely shared with other GP practices and is complemented by the establishment of a peer group for safeguarding leads and administrators across the PCN. The peer group provides a structured platform to share learning, discuss safeguarding matters, and apply knowledge collaboratively.

The service worked with people to understand and manage risks by thinking holistically. They provided care to meet people’s needs that was safe, supportive and enabled people to do the things that mattered to them.

Emergency equipment was readily accessible, well maintained, and subject to regular checks to ensure it remained in full working order. Staff were able to recognise when a patient’s condition was deteriorating and understood the correct procedures to follow. A duty doctor was available each day to provide timely clinical input for patients requiring urgent assessment or treatment. Patients were provided with clear, tailored information on the risks linked to their health conditions, including signs and symptoms that might indicate deterioration, and were given instructions on what actions to take both during practice opening hours and when the service was closed. Clinical records were accurately coded to highlight relevant health information, enabling staff to quickly identify concerns and respond without delay.

The service detected and controlled potential risks in the care environment. They made sure equipment, facilities and technology supported the delivery of safe care.

The Practice ensured that the premises and facilities were safe, clean, and well maintained. Regular environmental checks were carried out to identify and address any potential risks, with actions documented and completed in a timely manner. Risk assessments were in place for all areas of the premises, including fire safety, security, and accessibility, which were reviewed and updated at regular intervals. Staff knew how to respond in the event of an emergency, with clear evacuation procedures and fire alarm tests completed every week consistently. Equipment used in patient care was tested and serviced according to manufacturer guidelines, and audits showed this was completed within required timescales. Infection Prevention and Control (IPC) measures were embedded into daily practice, including appropriate cleaning schedules, use of Personal Protective Equipment (PPE), and availability of hand hygiene facilities for both staff and patients.

The service made sure there were enough qualified, skilled and experienced staff, who received effective support, supervision and development. They worked together well to provide safe care that met people’s individual needs.

Staffing levels were monitored on an ongoing basis, and rotas were adjusted to maintain safe cover during periods of annual leave, sickness, or increased demand. Where additional capacity was required, arrangements were in place to secure extra support, ensuring patient care was not compromised. Staff reported that there was low turnover with examples of staff who had worked at the practice for over sixteen years and some who returned to be re-employed at the practice. All staff had the right qualifications, skills, and experience for their roles. The service had effective recruitment processes, with appropriate pre-employment checks completed in line with legislation and best practice. New staff went through a clear induction process, which included shadowing experienced colleagues, training in key safety procedures, learning how to use the systems in place and clinical supervision where relevant, to support their professional development.

The service had a proactive and positive culture of safety, based on openness and honesty. They listened to concerns about safety and investigated and reported safety events. Lessons were learnt to continually identify and embed good practice.

People felt supported to raise concerns and felt staff treated them with compassion and understanding. Managers encouraged staff to raise concerns when things went wrong. During staff meetings, the whole team discussed and learnt from clinical issues that were raised. Staff felt there was an open culture, and that safety was a top priority. The provider had processes for staff to report incidents, near misses and safety events. There was a system to record and investigate complaints, and when things went wrong, staff apologised and gave people support. Key learning was often shared across the wider Primary Care Network (PCN) or Integrated Care Board (ICB) to support continuous improvement within the local health system. Members of the PPG felt the provider was responsive to feedback and took concerns seriously, this was evidenced in meeting minutes which highlighted how feedback led to meaningful service improvements. A culture of openness was fostered by managers, where staff felt empowered to speak up when issues occurred. Complaints and incidents were thoroughly reviewed, and learning was used to implement changes that enhanced the quality of care.

The service made sure that medicines and treatments were safe and met people’s needs, capacities and preferences. They involved people in planning, including when changes happened.

Staff involved in handling or administering medicines had received appropriate training and competency assessments. They understood the processes for ordering, storing, and recording medicines, and could explain what actions to take in the event of a medicine error or safety concern. Staff involved people in reviews of their medicines and helped them understand how to manage them safely. People knew what to do and who to contact if their condition did not improve or if they experienced unexpected symptoms. Prescribing followed current national and local guidelines, supported by regular clinical audits to monitor trends and improve care. Where improvements were identified, action plans were developed and shared with staff. Medicines, including controlled drugs, were stored securely and at the correct temperatures, with regular checks on stock levels and expiry dates for all medicines, vaccines, and emergency medicines. Waste medicines, including those returned by patients, were recorded and disposed of appropriately. Medical gases, such as oxygen, were stored safely, with the required risk assessments completed. The provider had effective systems to manage and respond to safety alerts and medicine recalls, and staff ensured that patients prescribed medicines with specific risks received the recommended monitoring.