Updated 22 April 2026
Date of Assessment: 30 April 2026. Dr J Sullivan Partners, also known as Moorside Surgery, is a GP practice which delivers services to approximately 8,600 people under a contract managed by NHS West Yorkshire Integrated Care Board. According to the latest available data, the ethnic make-up of the service area is approximately 61% White, 32% Asian, 3% Mixed, 2% Black, and 2% Other. Information published by the Office for Health Improvement and Disparities shows deprivation within the service population group is in the 2nd decile (2 of 10). The lower the decile, the more deprived the service population is relative to others.
This was a focused assessment. We undertook this assessment due to the length of time since our last assessment. We assessed 10 quality statements from across all 5 key questions. 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 did not always assess and manage the risk of infection well. There were gaps in efficient oversight of some processes, including staff training and supervision, and premises-related health and safety risk management. There were enough staff with the right skills, qualifications and experience.
Staff supported people to live healthier lives, monitoring their care and treatment to ensure they received positive and consistent outcomes.
Staff treated people with kindness, empathy and compassion, and respected their privacy and dignity.
People could access care, treatment and support when they needed it. Leaders and staff were alert to discrimination and inequality that could disadvantage groups of people who used the service and sought ways to address any barriers.
The service did not always demonstrate good governance. There were gaps in the effective oversight of a number of processes, including staff training and supervision, infection prevention and control, premises-related risk management, and regulatory requirements associated with operating a registered service. When we discussed these concerns with the service, immediate action was taken to rectify them. The service had a clear vision and strategy, which considered the needs of the people who used their service and the wider community. Staff understood their individual roles and responsibilities. Leaders accounted for the actions, behaviours and performance of staff.