During an assessment under our new approach
Date of Assessment: 30 September 2025 to 7 October 2025. Front Street Surgery is a GP practice and delivers service to 8631 patients under a contract held with NHS England. There is also a branch surgery (Copmanthorpe Surgery) which is open from 8am until noon, Monday to Friday. We visited the branch surgery as part of our assessment, and the findings form part of our judgement. The National General Practice Profiles states that the patient population is 96% white, 2% Asian, less than 1% Black, 1% Mixed and less than 1% other. Information published by Office for Health Improvement and Disparities shows that deprivation within the practice population group is in the 7th decile (7 of 10). The lower the decile, the more deprived the practice population is, in relation 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. Staff managed medicines 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 practice. 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. Monitoring of patients with long term conditions and those on high-risk medicines was thorough and timely.
People were treated with exceptional kindness and compassion. Staff protected their privacy and dignity. They treated them as individuals and supported their preferences, going beyond their roles at times, to achieve positive outcomes. People had choice in their care and treatment. The service prioritised teamworking and 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. 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 culture of continuous improvement with staff given time and resources to try innovative ideas.