- GP practice
Ombersley Medical Centre
Report from 2 April 2025 assessment
Contents
Ratings
Our view of the service
Date of Assessment: 27 May 2025 to 02 June 2025. Ombersley Medical Centre is a GP practice and delivers a service to over 7,000 patients under a contract held with NHS England. Information published by Office for Health Improvement and Disparities shows 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 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.
Leaders promoted a strong learning culture within the practice and people could raise concerns. Managers investigated incidents thoroughly and gave feedback to staff. The facilities and equipment were clean and well-maintained. Leaders and staff actively sought out information to demonstrate people were always safe and protected from bullying, harassment, avoidable harm, neglect, abuse and discrimination. 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 ensured decisions were made in people’s best interests where they did not have capacity and recorded this in the patient notes.
People were truly respected and valued as individuals. Staff protected their privacy and dignity and always treated people with kindness, empathy and compassion. People were fully supported in making choices about their care and treatment. Leaders supported staff wellbeing and understood the importance of ensuring staff were supported and happy in their work.
Leaders tailored services to meet the needs of people and the local community. Services were delivered in a way which ensured flexibility, choice and continuity of care. There was ongoing strategic development of the service to effectively support equitable access for people to responsive treatment, support and care. People were involved in decisions about their care. Information was available in a range of formats to meet people’s needs. People knew how to give feedback and were confident the service took it seriously and acted on it. Partnership working was embedded into the service delivery to make sure the practice was meeting the diverse needs of the local community. The service worked to reduce health and care inequalities through training and feedback.
Leaders and staff had a shared vision and culture based on listening, learning and trust. Leaders were visible, knowledgeable and supportive and showed a strong commitment to helping staff develop in their roles. Staff felt supported to give feedback and were treated equally, free from bullying or harassment. 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.
People's experience of this service
People were extremely positive about the quality of their care and treatment. Recent survey results, including from the National GP Patient Survey and the NHS Friends and Family Test, showed people were very satisfied with services. There was an active patient participation group (PPG) who represented the views of people using the service. Representatives from the PPG described how managers made positive changes because of feedback, such as having the car park repainted to make parking easier for patients. Feedback received by CQC from patients was very positive about all staff and how well they supported patients. They appreciated the contact they had with GPs and the fact this was not just based around surgery hours but was based on patient's needs.