Redgate Medical Centre

On this page

• Overview
• Person-centred Care
• Care provision, Integration and continuity
• Providing Information
• Listening to and involving people
• Equity in access
• Equity in experiences and outcomes
• Planning for the future

We assessed all quality statements in the responsive key question.
Our rating for this key question remains good. The service met people’s needs, and staff treated people equally and without discrimination. Requests for appointments were allocated based on clinical needs. The service understood their patient population. They identified and made changes to improve their service where required.
 

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 made sure people were at the centre of their care and treatment choices and they decided, in partnership with people, how to respond to any relevant changes in people’s needs.

Our review of clinical records showed people were supported to understand their condition and were involved in planning for their care needs. They were also involved in decisions about their care. Staff treated people as individuals and with respect.Staff got to know people during regular appointments and offered care and treatment with a person-centred approach. Staff provided an example of how people with additional needs such as visual impairment were flagged on the system to ensure reasonable adjustments were made.

The service understood the diverse health and care needs of people and their local communities, so care was joined-up, flexible and supported choice and continuity.

People could request to see a specific clinician to promote continuity of care. Staff had allocated roles based on their specialised interests, experience, and training. This promoted coordinated care and continuity in areas like diabetes and women’s health. We saw the service worked in partnership with other services to meet the needs of its patient population. The service worked collaboratively with the local PCN to promote the uptake of screening programme and engage in quality improvement projects.

The service provided information that was tailored to individual needs. Staff highlighted any communication or accessibility needs on the patients’ electronic records.Interpretation services were available for people who did not speak English as their first language. During the site visit, we observed that patient names were announced and displayed on a screen with the room numbers to notify them of upcoming appointments. The service incorporated a digital accessibility tool on their website to enhance accessibility and improve people’s experience. The service’s website contained a variety of information to support and educate people, includingadvice on healthy lifestyles and mental wellbeing.

The service made it easy for people to share feedback and ideas, or raise complaints about their care, treatment and support.

Details on how to give feedback or complain were clearly displayed within the service and on their website.People could raise concerns by speaking to the service, in writing or through the online form on their website. The service had a policy and procedure to support and guide staff dealing with complaints. There was a system to record and investigate complaints. People who raised concerns were listened to and a response was provided. When things went wrong, staff apologised and gave people support. We saw evidence that complaints were managed efficiently and were used to drive continuous improvement. The service held regular meetings to review complaints and share the lessons learned and actions taken with staff. The service regularly collected people’s feedback through Friends and Family Test. The new triage model was implemented as a result of people’s feedback.

The service actively engaged with the PPG who represented people’s views. There were regular 6-weekly PPG meetings to discuss evolving issues about the service. The service communicated with the PPG through other channels, such as by email and phone. The service was actively trying to recruit younger people to join its virtual PPG via texts, leaflets, posters, social media, and its website to better reflect its patient demographics.

Last year, the service recognised that some people had difficulty in access based on people’s feedback, this was also reflected in the recent National GP Patient Survey results. The service engaged with the General Practice Improvement Programme (a programme which provides tailored support to GP services to make changes and improvements known as GPIP) and adopted the new ‘total triage’ model in January 2025 to promote equity in access. People were now triaged by clinicians based on clinical needs and urgency rather than the previous ‘first-come, first-served’ approach. People could access appointments online, over the phone or in person. All medical requests, regardless of how they are received, were processed through the same triage process. Reception staff helped people to fill in the medical request forms if they were unable to do so. This model also helped to ease the previous daily surge of phone calls at 8am when the phone lines opened as people tried to secure same-day appointments. This relieved the stress on both the reception staff and people calling in. People’s feedback received by both the service and the CQC was positive regarding the new triage system. Representatives of the PPG described the triage system as working well, efficient and access is very satisfactory.

There was level access into the service with a button to automatically open the door. All the clinical area were on the ground floor. The service was equipped with a hearing loop for people with hearing impairment.

Staff and leaders actively listened to information about people who are most likely to experience inequality in experience or outcomes and tailored their care, support and treatment in response to this.

The service had an equality and diversity policy. Equality and diversity training was mandatory for all staff but the completion rate was 80%. The service found that the GPs had not been assigned the training on their online learning platform. The service immediately assigned the learning to the GPs and they had to complete it within a set time frame.

The service was flexible in its approach to supporting people. For example, home visits could be arranged if required. Staff treated people equally and without discrimination. Staff told us they understood the local patient population and the difficulties they may encounter. For example, staff provided a face-to-face appointment if needed for people with hearing impairment instead of a phone appointment to support with lip reading. The service was aware of the rising number of people who did not speak English as their first language. The service provided interpretation service and information leaflets in alternative languages. The treatment room had a bariatric couch to support bariatric people.

People were supported to plan for important life changes, so they could have enough time to make informed decisions about their future, including at the end of their life.

Our records review showed people were supported to consider their wishes for their end-of-life care, including cardiopulmonary resuscitation. Care plans documented a do not attempt cardiopulmonary resuscitation (DNACPR) decision when it had been made. Clinical records were updated to reflect any actions or changes made to their care plans. This information was shared with other services when necessary. The service regularly discussed people on palliative care in clinical meetings. However, evidence from the site visit and clinical meeting notes showed that several people coded as having a DNACPR decision recorded did not have a Treatment Escalation Plan (TEP) forms (a document used to record people’s wishes for medical treatment including resuscitation) in their records. The service acted immediately to identify the affected people and obtain the relevant records. The service planned to conduct a monthly audit to ensure the TEP forms were uploaded to the records.